HomeMy WebLinkAboutAgenda Packet - CC - 09/10/2018
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Joe Lockwood, Mayor
CITY COUNCIL
Peyton Jamison
Matt Kunz
Laura Bentley
Joe Longoria
Rick Mohrig
CITY COUNCIL CHAMBERS
City Hall
Monday, September 10, 2018 Regular Council Meeting Agenda 6:00 PM
INVOCATION – Pastor Jerry Dockery, Crabapple First Baptist Church, Milton,
Georgia
1) CALL TO ORDER
2) ROLL CALL
3) PLEDGE OF ALLEGIANCE (Led by the Sons of the American Revolution)
4) APPROVAL OF MEETING AGENDA (Add or remove items from the agenda)
(Agenda Item No. 18-247)
5) PUBLIC COMMENT (General)
MILTON CITY COUNCIL REGULAR COUNCIL MEETING SEPTEMBER 10, 2018
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6) CONSENT AGENDA
1. Approval of the August 20, 2018 Regular City Council Meeting Minutes.
(Agenda Item No. 18-248)
(Sudie Gordon, City Clerk)
2. Approval of the August 27, 2018 Special Called City Council Meeting
Minutes.
(Agenda Item No. 18-249) (Sudie Gordon, City Clerk)
3. Approval of a Contract with Galls, LLC for the Provision of Uniforms and
Related Personnel Equipment for Milton Fire and Rescue.
(Agenda Item No. 18-250)
(Robert Edgar, Fire Chief)
4. Approval of Change Order #1 to the Professional Services Agreement
between the City of Milton and Atlas Geographic Data, Inc. for Cadastral
Conversion Services.
(Agenda Item No. 18-251)
(Alicia Newberry, GIS Manager)
5. Approval of an Agreement between the City of Milton and Crabapple
Merchant Association Regarding Responsibilities and Obligations Related
to the Co-Hosting of Crabapple Fest.
(Agenda Item No. 18-252)
(Courtney Spriggs, Community Outreach Manager)
6. Approval of the following Subdivision Plats:
Name of Development / Location Action Comments
/ # lots
Total
Acres Density
1. Big Sky Stables
LL 987 & 1030
13200 Bethany Road
Minor
Plat
Revision
3 lots 7.53 .39 Lots / acre
(Agenda Item No. 18-253)
(Carter Lucas, Assistant City Manager)
MILTON CITY COUNCIL REGULAR COUNCIL MEETING SEPTEMBER 10, 2018
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7) REPORTS AND PRESENTATIONS
1. Proclamations Recognizing Constitution Week Presented to the Daughters
of the American Revolution and Children of the American Revolution --
Martha Stewart Bulloch Society and Patriots of Liberty Chapter and the
Sons of the American Revolution – Piedmont Chapter.
(Presented by Mayor Joe Lockwood)
2. Oath of Office -- Firefighter/Paramedic Chelsee MacDonald.
(Presented by Fire Chief Robert Edgar)
3. Proclamation Recognizing a Group of Committed Volunteers for Their
Work to Address Food Insecurity in North Fulton.
(Presented by Councilmember Matt Kunz)
4. Presentation Regarding Occupation Tax.
(Presented by Sarah LaDart, Economic Development Manager)
8) FIRST PRESENTATION
1. Consideration of an Ordinance of the Mayor and Council of the City of
Milton, Georgia, to Adopt Amendments to the Fiscal 2018 Budget for Each
Fund of the City of Milton, Georgia, Amending the Amounts Shown in
Each Budget as Expenditures, Amending the Several Items of Revenue
Anticipations, Prohibiting Expenditures to Exceed Appropriations, and
Prohibiting Expenditures to Exceed Actual Funding Available.
(Agenda Item No. 18-254)
(Bernadette Harvill, Finance Director)
2. Consideration of an Ordinance of the Mayor and Council of the City of
Milton, Georgia, to Adopt the Fiscal 2019 Budget for Each Fund of the City
of Milton, Georgia Appropriating the Amounts Shown In Each Budget as
Expenditures, Adopting the Several Items of Revenue Anticipations,
Prohibiting Expenditures to Exceed Appropriations, and Prohibiting
Expenditures to Exceed Actual Funding Available.
(Agenda Item No. 18-255)
(Discussed at the August 13, 2018 City Council Work Session)
(Bernadette Harvill, Finance Director)
3. Consideration of RZ18-12 – Article VI, Division 18 – C-1 Community Business
District as it Relates to Gas Stations.
(Agenda Item No. 18-256)
(Carter Lucas, Assistant City Manager)
MILTON CITY COUNCIL REGULAR COUNCIL MEETING SEPTEMBER 10, 2018
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4. Consideration of an Ordinance to Amend Appendix A, Fees and Other
Charges for Chapter 18, Article IV – Monitored Alarm Systems.
(Agenda Item No. 18-257)
(Rich Austin, Police Chief)
5. Consideration of an Ordinance of the Mayor and Council of the City of
Milton, Georgia to Amend Appendix A, Fees and Other Charges for
Chapter 52 – Taxation.
(Agenda Item No. 18-258)
(Bernadette Harvill, Finance Director)
9) PUBLIC HEARING
1. Consideration of an Ordinance of the Mayor and Council of the City of
Milton, Georgia, to Adopt the Fiscal 2019 Budget for Each Fund of the City
of Milton, Georgia Appropriating the Amounts Shown In Each Budget as
Expenditures, Adopting the Several Items of Revenue Anticipations,
Prohibiting Expenditures to Exceed Appropriations, and Prohibiting
Expenditures to Exceed Actual Funding Available.
(Agenda Item No. 18-255)
(Discussed at the August 13, 2018 City Council Work Session)
(First Presentation at the September 10, 2018 City Council Meeting)
(Bernadette Harvill, Finance Director)
10) ZONING AGENDA (None)
11) UNFINISHED BUSINESS
1. Consideration of an Ordinance of the City of Milton, Chapter 56, Article IV,
Revise and Update Truck Weight and Length Restrictions on City Roads, to
Designate Truck Routes, and for Related Purposes.
(Agenda Item No. 18-241) (Carter Lucas, Assistant City Manager & Rich Austin, Police Chief)
(Discussed at August 13, 2018 City Council Work Session)
(First Presentation at August 20, 2018 Regular City Council Meeting)
12) NEW BUSINESS
1. Consideration of a Resolution Appointing a Member to the City of Milton
Board of Zoning Appeals for District 1/Post 1.
(Agenda Item No. 18-259)
(Mayor Joe Lockwood)
MILTON CITY COUNCIL REGULAR COUNCIL MEETING SEPTEMBER 10, 2018
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13) MAYOR AND COUNCIL REPORTS
STAFF REPORTS
Department Updates
1. Public Works
2. Fire
3. Economic Development
14) EXECUTIVE SESSION (if needed)
15) ADJOURNMENT
(Agenda Item No. 18-260)
MAE
MILTON%
ESTABLISHED 2006
CITY COUNCIL AGENDA ITEM
TO: City Council DATE: September 3, 2018
FROM: Steven Krokoff, City Manager
AGENDA ITEM: Approval of a Contract with Galls, LLC for the Provision of
Uniforms and Related Personnel Equipment for Milton Fire and
Rescue.
MEETING DATE: Monday, September 10, 2018 Regular City Council Meeting
BACKGROUND INFORMATION: (Attach additional pages if necessary)
See attached memorandum
APPROVAL BY CITY MANAGER: (<APPROVED () NOT APPROVED
CITY ATTORNEY APPROVAL REQUIRED: OYES () NO
CITY ATTORNEY REVIEW REQUIRED: (J. -,?ES () NO
APPROVAL BY CITY ATTORNEY: (APPROVED (J NOT APPROVED
PLACED ON AGENDA FOR: a9lrolZ� f
2006 Heritage Walk Milton, GA P: 678.242.2500 1 F: 678.242.2499 info@cityofmiltonga.us I www.cityofmiltonga.us
0000
To: Honorable Mayor and City Council Members
From: Robert Edgar, Fire Chief
Date: Submitted on August 29, 2018 for the September 10, 2018 Regular
City Council Meeting
Agenda Item: Approval of a Contract with Galls, LLC for the Provision of Uniforms
and Related Personnel Equipment for Milton Fire and Rescue.
_____________________________________________________________________________________
Project Description:
This contract is to provide uniforms and uniform-related equipment for the Milton Fire-
Rescue Department. The City issued an Invitation to Bid on July 12, 2018 to identify a
qualified vendor to provide fire department uniforms and other uniform-related
equipment (ITB 18-FD02). In accordance with the City procurement procedures, the
City received bids from qualified contractors. After evaluation of submitted bids, Galls,
LLC was determined to best meet the requirements of the ITB.
Procurement Summary:
Purchasing method used: Bid Award-ITB (Over $50,000)
Account Number: 100-3510-531700001
Requisition Total: 1160.51
Vendor DBA: Galls, LLC.
Other quotes or bids submitted (vendor/$):
Vendor/Firm Quote/Bid
NAFECO 1217.00
T&T 1368.50
Note: The ITB included a list of equipment and per-unit prices. The above amount is a
summary of the cost for the outfitting of a single new firefighter with a complete
ensemble of new equipment. A full detailed list of the ITB is available upon request.
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Financial Review: Bernadette Harvill, September 4,2018
This project is funded in the Maintenance and Operating Budget (100-3510-531700001).
Uniforms for firefighters are a part of the regular operating budget for the department
and are an important piece of the firefighter safety ensemble. This service has been
provided by various awarded bids since Milton’s inception. Based on the need for an
updated multi-year contract, the department opted to go out to bid in July 2018 to
ensure the best service in this critical category of equipment.
This contract will not have a significant impact on the currently funded line item for
uniforms or on the request for the impending FY19 budget.
Legal Review:
Reviewed and approved by Ken Jarrard, Jarrard and Davis, LLC. (8/15/18)
Concurrent Review:
Steve Krokoff, City Manager
Attachment(s):
RFP and Galls, LLC Bid
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CITY OF MILTON REQUEST FOR PROPOSALS
(THIS IS NOT AN ORDER)
RFP Number:
18-FD02
RFP Title:
Uniforms – Milton Fire Department
Due Date and Time: July 12, 2018
Local Time: 2:00 p.m. Number of Pages: 38
ISSUING DEPARTMENT INFORMATION
Issue Date: June 21, 2018
City of Milton
2006 Heritage Walk
Milton, Ga. 30004
Phone: 678-242-2500
Fax: 678-242-2499
Website: www.cityofmiltonga.us
INSTRUCTIONS TO OFFERORS
Return Proposal to:
City of Milton
Attn: Honor Motes, Purchasing Office
2006 Heritage Walk
Milton, Ga. 30004
Mark Face of Envelope/Package:
RFP Number: 18-FD02
Name of Company or Firm
Special Instructions:
Deadline for Written Questions
July 2, 2018 at 5:00 pm
Email questions to Honor Motes at
honor.motes@cityofmiltonga.us
IMPORTANT: SEE STANDARD TERMS AND CONDITIONS
OFFERORS MUST COMPLETE THE FOLLOWING
Offeror Name/Address:
Authorized Offeror Signatory:
(Please print name and sign in ink)
Offeror Phone Number: Offeror FAX Number:
Offeror Federal I.D. Number: Offeror E-mail Address:
OFFERORS MUST RETURN THIS COVER SHEET WITH RFP RESPONSE
2 | RFP 18-FD02
TABLE OF CONTENTS
Offeror’s RFP Checklist
Disclosure Form
Schedule of Events
Section 1: Project Overview and Instructions
Section 2: RFP Standard Information
Section 3: Scope of Project
Section 4: Offeror Qualifications
Section 5: Cost Proposal
Section 6: Evaluation Criteria
Section 7: Standard Contract Information
Standard Contract
3 | RFP 18-FD02
OFFEROR’S RFP CHECKLIST
The 10 Most Critical Things to Keep in Mind When Responding to an RFP for the City of Milton
1._______Read the entire document. Note critical items such as: mandatory requirements;
supplies/services required; submittal dates; number of copies required for submittal; funding
amount and source; contract requirements (i.e., contract performance security, insurance
requirements, performance and/or reporting requirements, etc.).
2._______Note the procurement officer's name, address, phone numbers and e-mail address. This is
the only person you are allowed to communicate with regarding the RFP and is an excellent
source of information for any questions you may have.
3._______Attend the pre-qualifications conference if one is offered. These conferences provide an
opportunity to ask clarifying questions, obtain a better understanding of the project, or to notify
the City of any ambiguities, inconsistencies, or errors in the RFP.
4._______Take advantage of the “question and answer” period. Submit your questions to the
procurement officer by the due date listed in the Schedule of Events and view the answers given
in the formal “addenda” issued for the RFP. All addenda issued for an RFP are posted on the DOAS
website at http://ssl.doas.state.ga.us/PRSapp/PR_index.jsp and on the City’s website at
http://www.cityofmiltonga.us will include all questions asked and answered concerning the RFP.
5._______Follow the format required in the RFP when preparing your response. Provide point-by-
point responses to all sections in a clear and concise manner.
6._______ Provide complete answers/descriptions. Read and answer all questions and
requirements. Don’t assume the City or evaluation committee will know what your company
capabilities are or what items/services you can provide, even if you have previously contracted
with the City. The submittals are evaluated based solely on the information and materials provided
in your response.
7._______Use the forms provided, i.e., cover page, sample budget form, certification forms, etc.
8. _______Check the website for RFP addenda. Before submitting your response, check the DOAS
website at http://ssl.doas.state.ga.us/PRSapp/PR_index.jsp and the City website at
http://www.cityofmiltonga.us to see whether any addenda were issued for the RFP. If so, you must
submit a signed cover sheet for each addendum issued along with your RFP response.
9. _______Review and read the RFP document again to make sure that you have addressed all
requirements. Your original response and the requested copies must be identical and be
complete. The copies are provided to the evaluation committee members and will be used to
score your response.
10. _______Submit your response on time. Note all the dates and times listed in the Schedule of
Events and within the document, and be sure to submit all required items on time. Late submittal
responses are never accepted.
This checklist is provided for assistance only and should not be submitted with Offeror response.
4 | RFP 18-FD02
CITY OF MILTON DISCLOSURE FORM
MUST BE RETURNED WITH PROPOSAL
This form is for disclosure of campaign contributions and family member relations with City
of Milton officials/employees.
Please complete this form and return as part of your RFP package when it is submitted.
Name of Offeror __________________________________________________
Name and the official position of the Milton Official to whom the campaign contribution
was made (Please use a separate form for each official to whom a contribution has been
made in the past two (2) years.)
________________________________________________________________
List the dollar amount/value and description of each campaign contribution made over
the past two (2) years by the Applicant/Opponent to the named Milton Official.
Amount/Value Description
________________ ___________________________________________
________________ ___________________________________________
________________ ___________________________________________
Please list any family member that is currently (or has been employed within the last 12
months) by the City of Milton and your relation:
________________ ___________________________________________
_________________ ___________________________________________
5 | RFP 18-FD02
MUST BE RETURNED WITH PROPOSAL
RFP 18-FD02 PROPOSAL LETTER
We propose to furnish and deliver any and all of the deliverables and services named in
the Request for Proposal (RFP), RFP 18-FD02, Uniforms – Milton Fire Department.
It is understood and agreed that we have read the City’s specifications shown or
referenced in the RFP and that this proposal is made in accordance with the provisions of
such specifications. By our written signature on this proposal, we guarantee and certify
that all items included meet or exceed any and all such City specifications. We further
agree, if awarded a contract, to deliver goods and services which meet or exceed the
specifications. The City reserves the right to reject any or all proposals, waive
technicalities, and informalities, and to make an award in the best interest of the City.
PROPOSAL SIGNATURE AND CERTIFICATION
I understand collusive bidding is a violation of State and Federal Law and can result in
fines, prison sentences, and civil damage awards. I agree to abide by all conditions of the
proposal and certify that I am authorized to sign for my company. I further certify that the
provisions of the Official Code of Georgia Annotated, Sections 45-10-20 et. seq. have not
been violated and will not be violated in any respect.
Authorized Signature ___________________________________ Date _________________________
Print/Type Name ______________________________________________________________________
Print/Type Company Name ____________________________________________________________
6 | RFP 18-FD02
MUST BE RETURNED WITH PROPOSAL
CONTRACTOR AFFIDAVIT AND AGREEMENT
STATE OF GEORGIA
CITY OF MILTON
By executing this affidavit, the undersigned contractor verifies its compliance with O.C.G.A. § 13-
10-91, stating affirmatively that the individual, firm, or corporation which is engaged in the physical
performance of services on behalf of the City of Milton has registered with, is authorized to use
and uses the federal work authorization program commonly known as E-Verify, or any subsequent
replacement program, in accordance with the applicable provisions and deadlines established
in O.C.G.A. § 13-10-91. Furthermore, the undersigned contractor will continue to use the federal
work authorization program throughout the contract period and the undersigned contractor will
contract for the physical performance of services in satisfaction of such contract only with
subcontractors who present an affidavit to the contractor with the information required by
O.C.G.A. § 13-10-91(b).
Contractor hereby attests that its federal work authorization user identification number and date
of authorization are as follows:
_________________________________
eVerify Number
_________________________________
Date of Authorization
_________________________________
Name of Contractor
Uniforms – Milton Fire Department
Name of Project
City of Milton, Georgia
Name of Public Employer
I hereby declare under penalty of perjury
that the foregoing is true and correct.
Executed on ______, ___, 201__ in _____(city),
______(state).
_________________________________
Signature of Authorized Officer or Agent
_________________________________
Printed Name and Title of Authorized Officer
or Agent
SUBSCRIBED AND SWORN BEFORE ME ON
THIS THE ______ DAY OF ______________,201__.
_________________________________
NOTARY PUBLIC
[NOTARY SEAL]
My Commission Expires:
_________________________________
7 | RFP 18-FD02
SCHEDULE OF EVENTS
Task Date
Issue RFP June 21, 2018
Deadline for Questions July 2, 2018 by 5:00 p.m. EST
Answers Posted by the City
(Addendum) On or about, July 5, 2018
Proposals Due By 2:00 p.m. EST on July 12, 2018
Award Contract August 6, 2018 (proposed)
NOTE: PLEASE CHECK THE CITY WEBSITE (http://www.cityofmiltonga.us) OR THE DOAS
WEBSITE (http://ssl.doas.state.ga.us/PRSapp/PR_index.jsp) FOR ADDENDA AND
SCHEDULE UPDATES.
8 | RFP 18-FD02
SECTION 1: PROJECT OVERVIEW AND INSTRUCTIONS
1.0 BACKGROUND AND STATEMENT OF INTENT
The City of Milton is requesting sealed proposals from qualified Offerors with
demonstrated professional competence and experience to provide uniforms for the City
of Milton Fire Department, including embroidery and alteration services. It is the intent of
the City to award contract to a “Full Service Provider.” The selection will be based on
overall price, services, performance, reliability, and location convenience of the
proposers. The City’s needs are outlined in the following Request for Proposal (RFP). All
offerors must comply with all general and special requirements of the RFP information
and instructions enclosed herein. It is the intent of the City to have a multi-year contract
with the winning Offeror.
1.1 SINGLE POINT OF CONTACT
From the date this Request for Proposals (RFP) is issued until an Offeror is selected,
Offerors are not allowed to communicate with any City staff or elected officials
regarding this procurement, except at the direction of Honor Motes. Any unauthorized
contact may disqualify the Offeror from further consideration. Contact information for
the single point of contact is as follows:
Procurement Office: Honor Motes
Address: 2006 Heritage Walk, Milton, GA 30004
Telephone Number: 678-242-2507
E-mail Address: honor.motes@cityofmiltonga.us
1.2 REQUIRED REVIEW
A. Review RFP.
Offerors should carefully review the instructions; mandatory requirements,
specifications, standard terms and conditions, and standard contract set
out in this RFP and promptly notify the procurement office identified
above via e-mail of any ambiguity, inconsistency, unduly restrictive
specifications, or error which they discover upon examination of this RFP.
B. Form of Questions.
Offerors with questions or requiring clarification or interpretation of any section
within this RFP must submit their questions in writing via email to the
procurement office referenced above on or before 5 PM (EST) on July 2, 2018.
Each question must provide clear reference to the section, page, and item
in question. Questions received after the deadline may not be
considered.
C.City’s Answers.
The City will provide an official written answer to all questions on or about July
5, 2018. The City's response will be by formal written addendum. Any other
form of interpretation, correction, or change to this RFP will not be binding
upon the City. Any formal written addendum will be posted alongside the
posting of the RFP at http://www.cityofmiltonga.us or
http://ssl.doas.state.ga.us/PRSapp/PR_index.jsp. Offerors must sign and return
9 | RFP 18-FD02
any addendum with their RFP response.
D. Standard Contract.
By submitting a response to this RFP, Offeror agrees to acceptance of the City’s
standard contract. Much of the language included in the standard contract
reflects requirements of state law. Requests for exceptions to the standard
contract terms, or any added provisions must be submitted to the
procurement office referenced above by the date for receipt of written/e-
mailed questions or with the Offeror’s RFP response and must be
accompanied by an explanation of why the exception is being taken and
what specific effect it will have on the Offeror’s ability to respond to the RFP
or perform the contract. The City reserves the right to address non-
material, minor, insubstantial requests for exceptions with the highest scoring
Offeror during contract negotiation. Any material, substantive, important
exceptions requested and granted to the standard terms and conditions and
standard contract language will be addressed in any formal written
addendum issued for this RFP and will apply to all Offerors submitting a
response to this RFP.
E. Mandatory Requirements.
To be eligible for consideration, an Offeror must meet the intent of all
mandatory requirements. The City will determine whether an Offeror’s RFP
response complies with the intent of the requirements. RFP responses that do
not meet the full intent of all requirements listed in this RFP may be subject to
point reductions during the evaluation process or may be deemed non-
responsive.
1.3 Reserved
1.4 SUBMITTING PROPOSALS
Offerors must organize their proposals into sections that follow the following format.
A. Submittal Requirements.
Proposals shall include the following:
1. City of Milton request for proposal cover page (information entered and
signed: first page of this document)
2. City of Milton Disclosure form (signed)
3. City of Milton Proposal letter (information entered)
4. City of Milton Contractor Affidavit and Agreement (eVerify)
5. Proposals Shall be:
1. No more than six (6) single sided pages (three pages if double
sided); cover page(s), table of contents, tabs, and required
forms do not count toward the page limit
a. Minimum of 11 point font
b. Stapled or spiral-bound. No binders
Proposals Shall Contain:
a.Table of Contents
b.Company History: Provide a brief overview of your company,
including the number of years in business, background, and
10 | RFP 18-FD02
history
c. Services Offered (2 pages) – provide list of services, order times,
locations, etc. as well as, any anticipated challenges, and any
innovative approaches
d. Experience and References:Include the firm’s experience in
providing services such as those described in this RFP. Provide a
summary of at least three (3) projects with services of a similar
nature within the last three (3) years
e. Pricing (See Section 5.0)
6. Applicable Addenda Acknowledgement Forms (if necessary)
Offerors must organize their proposal into sections that follow the format of Section 1.4
and Section 5.0.
B. Failure to Comply with Instructions.
Offerors failing to comply with these instructions may be subject to point
deductions. The City may also choose to not evaluate, may deem non-
responsive, and/or may disqualify from further consideration any
qualifications that do not follow this RFP format, are difficult to understand,
are difficult to read, or are missing any requested information.
C. Copies Required and Deadline for Receipt of Proposals.
One original and three (3) copies of each submittal (plus a CD or Flash Drive)
should be provided to the City. Proposals must be received at the Finance
department receptionist’s desk in City Hall prior to 2:00 PM, local time,
July 12, 2018. Emailed responses to requests for proposals are not
acceptable. Proposals will be opened at approximately 2:05 pm and names
of Offerors will be announced.
*Important to remember when submitting digital files:
1. Mark all CD’s or Flash Drives with Offeror’s name and RFP number and
title.
2. All digital files must be in either (unless otherwise specified within this
document):
a. Microsoft Office file format or
b. Portable Document Format (PDF).
3. Use caution in creating the electronic files. If the City is unable to open
files due to data-corruption, password or encryption error, etc., the
Offeror’s proposal may be considered incomplete.
4. NOTE: All digital copies must include exactly the same information as
provided in the hard copy “Original”.
D. Late Proposals.
Regardless of cause, late proposals will not be accepted and will
automatically be disqualified from further consideration. It shall be the
Offeror’s sole risk to assure delivery to the receptionist's desk at the
11 | RFP 18-FD02
designated office by the designated time. Late proposals will not be
opened and may be returned to the Offeror at the expense of the Offeror or
destroyed if requested.
1.5 OFEROR'S CERTIFICATION
A. Understanding of Specifications and Requirements.
By submitting a response to this RFP, Offeror agrees to an understanding of
and compliance with the specifications and requirements described in this
RFP.
1.6 COST OF PREPARING PROPOSALS
A. City Not Responsible for Preparation Costs.
The costs for developing and delivering responses to this RFP and any
subsequent presentations of the proposal as requested by the City are entirely
the responsibility of the Offeror. The City is not liable for any expense incurred
by the Offeror in the preparation and presentation of their proposals.
B. All Timely Submitted Materials Become City Property.
All materials submitted in response to this RFP become the property of the City
of Milton and are to be appended to any formal documentation, which would
further define or expand any contractual relationship between the City and
Offeror resulting from this RFP process.
12 | RFP 18-FD02
SECTION 2: RFP STANDARD INFORMATION
2.0 AUTHORITY
This RFP is issued under the authority of the City of Milton. The RFP process is a
procurement option allowing the award to be based on stated evaluation criteria. The
RFP states the relative importance of all evaluation criteria. No other evaluation criteria,
other than as outlined in the RFP, will be used.
2.1 OFFEROR COMPETITION
The City encourages free and open competition among Offerors. Whenever
possible, the City will design specifications, proposal requests, and conditions to
accomplish this objective, consistent with the necessity to satisfy the City’s need to
procure technically sound, cost-effective services and supplies.
2.2 RECEIPT OF PROPOSALS AND PUBLIC INSPECTION
A. Public Information.
All information received in response to this RFP, including copyrighted
material, is deemed public information and will be made available for public
viewing and copying after the time for receipt of qualifications has passed,
and the award has been made, with the following four exceptions: (1) bona
fide trade secrets meeting confidentiality requirements that have been
properly marked, separated, and documented; (2) matters involving individual
safety as determined by the City of Milton; (3) any company financial
information requested by the City of Milton to determine vendor
responsibility, unless prior written consent has been given by the Offeror; and
(4) other constitutional protections.
B. Procurement Officer Review of Proposals.
Upon opening the submittals received in response to this RFP, the procurement
office will review the proposals and separate out any information that meets
the referenced exceptions in Section 2.2(A) above, providing the following
conditions have been met:
1. Confidential information is clearly marked and separated from the rest of
the submittal.
2. An affidavit from an Offeror’s legal counsel attesting to and explaining the
validity of the trade secret claim is attached to each submittal
containing trade secrets. Please contact Honor Motes for additional
information.
Information separated out under this process will be available for review only
by the procurement office, the evaluation committee members, and limited
other designees. Offerors must be prepared to pay all legal costs and fees
associated with defending a claim for confidentiality in the event of a “right to
know” (open records) request from another party.
13 | RFP 18-FD02
2.3 CLASSIFICATION AND EVALUATION OF PROPOSALS
A. Initial Classification of Proposals as Responsive or Nonresponsive.
Proposals may be found nonresponsive at any time during the evaluation
process or contract negotiation, if any of the required information is not
provided; the submitted price is found to be excessive or inadequate as
measured by criteria stated in the RFP; or the qualification is not within the
specifications described and required in the RFP. If a qualification is found to
be nonresponsive, it will not be considered further.
B. Determination of Responsibility.
The procurement office will determine if an Offeror has met the standards of
responsibility. Such a determination may be made at any time during the
evaluation process and through contract negotiation if information surfaces
that would result in a determination of nonresponsive.
C. Evaluation of Proposals.
The evaluation committee will evaluate the remaining proposals and
recommend whether to award the contract to the highest scoring Offeror or,
if necessary, to seek discussion/negotiation in order to determine the highest
scoring Offeror. All responsive proposals will be evaluated based on stated
evaluation criteria. In scoring against stated criteria, the City may consider
such factors as accepted industry standards and a comparative evaluation
of all other qualified RFP responses. These scores will be used to determine the
most advantageous offering to the City.
D. Completeness of Proposals.
Selection and award will be based on the Offeror’s proposals and other items
outlined in this RFP. Submitted responses may not include references to
information located elsewhere, such as Internet websites or libraries, unless
specifically requested. Information or materials presented by Offerors outside
the formal response or subsequent discussion/negotiation, if requested,
will not be considered, will have no bearing on any award, and may result in
the Offeror being disqualified from further consideration.
E. Opportunity for Discussion/Negotiation and/or Oral Presentation/Product
Demonstration.
After receipt of all proposals and prior to the determination of the award,
the City may initiate discussions with one or more Offerors should clarification
or negotiation be necessary. Offerors may also be required to make an oral
presentation and/or product demonstration to clarify their RFP response or
to further define their offer. In either case, Offerors should be prepared to send
qualified personnel to Milton, Georgia to discuss technical and contractual
aspects of the submittal. Oral presentations and product demonstrations, if
requested, shall be at the Offeror’s expense.
14 | RFP 18-FD02
F. Best and Final Offer.
The “Best and Final Offer” is an option available to the City under the RFP
process which permits the City to request a “best and final offer” from one
or more offerors if additional information is required to make a final decision.
Offerors may be contacted asking that they submit their “best and final offer,”
which must include any and all discussed and/or negotiated changes. The City
reserves the right to request a “best and final offer” for this RFP, if any, based
on price/cost alone.
G. Evaluation Committee Recommendation for Contract Award.
The evaluation committee will provide a written recommendation for contract
award.
H. Request for Documents Notice.
Upon concurrence with the evaluation committee’s recommendation for
contract award, the procurement officer may issue a “Request for
Documents Notice” to the highest scoring Offeror to obtain the required
insurance documents, contract performance security, and any other
necessary documents. Receipt of the “Request for Documents Notice” does
not constitute a contract and no work may begin until a contract signed by
all parties is in place.
I. Contract Negotiation.
The procurement officer and/or city department representatives may begin
contract negotiation with the responsive and responsible Offeror whose
submittal achieves the highest score and is, therefore, the most
advantageous to the City. If contract negotiation is unsuccessful or the highest
scoring Offeror fails to provide necessary documents or information in a timely
manner, or fails to negotiate in good faith, the City may terminate
negotiations and begin negotiations with the next highest scoring Offeror.
J. Contract Award.
Contract award, if any, will be made to the highest scoring Offeror who
provides all required documents and successfully completes contract
negotiation.
2.4 RIGHTS RESERVED
While the City has every intention to award a contract as a result of this RFP, issuance
of the RFP in no way constitutes a commitment by the City of Milton to award and
execute a contract. Upon a determination such actions would be in its best interest,
the City, in its sole discretion, reserves the right to:
1. Modify, cancel or terminate this RFP,
2. Reject any or all proposals received in response to this RFP,
3. Select an Offeror without holding interviews,
4. Waive any undesirable, inconsequential, or inconsistent provisions of this RFP
which would not have significant impact on any submittal,
5. To request further documentation or information, and to discuss a RFP submittal
15 | RFP 18-FD02
for any purpose in order to answer questions or to provide clarification,
6. Not award if it is in the best interest of the City not to proceed with contract
execution; or
7. If awarded, terminate any contract in accordance with the terms and conditions
of the contract if the City determines adequate funds are not available.
16 | RFP 18-FD02
SECTION 3: SCOPE OF PROJECT
3.0 BACKGROUND
The City of Milton is located in the northern portion of Fulton County and has a current
population of approximately 35, 907 with a total land area of 39 square miles.
The City is soliciting proposals from firms/individuals interested in providing uniforms for
its Fire Department, including embroidery, alteration services and silk screening. It is the
intent of the City to award contract to a “Full Service Provider.” The selected Vendor
must be able to deliver within ten (10) calendar days after award.
3.1 UNIT PRICES ~ Must return completed spreadsheet (provided below) with Proposal
The Offeror agrees to be reimbursed on a price per unit basis with the understanding
that the City guarantees no maximum or minimum purchase or work. Please fill-in the
“price per unit” column on the spreadsheet. The prices listed must be valid for at least
one year. A 2.5% inflation addition may be added annually after year one. Offeror
must notify the City of Milton in writing thirty (30) days prior of any increase in price.
3.2 REFERENCES/EXPERIENCE ~ Please supply three (3) references on your own form
Full consideration will be given to the reputation of the submitter, City of Milton
experience, financial responsibility, and work of this type successfully completed.
Regarding vendors who have performed services for the City previously, this evaluation
will include consideration of the quality of the work, customer service and billing
previously provided by any such vendor. In conducting such evaluation, the City may
also consider credible evidence provided to or obtained by the City from any source
regarding any vendor’s quality of performance on other projects for entities other than
the City.
3.3 24/7 ONLINE ORDERING SYSTEM EXPERIENCE ~ Please submit three (3) references
and information on order system
The Offeror agrees to provide the Fire Department a customized online ordering system,
available 24/7 to the members of the Department as well as three (3) references of
other Departments that use their system. They must also maintain a local store within
the metro-Atlanta area.
17 | RFP 18-FD02
SECTION 4: OFFEROR PROPOSALS
4.0 CITY’S RIGHT TO INVESTIGATE
The City may make such investigations as deemed necessary to determine the
ability of the Offeror to provide the supplies and/or perform the services specified.
4.1 OFFEROR INFORMATIONAL REQUIREMENTS
Firms interested in providing the services described in this RFP should be able to
demonstrate experience in the areas described in Section 3.
18 | RFP 18-FD02
SECTION 5: COST PROPOSAL
MUST BE RETURNED WITH BID
RFP 18-FD02
One (1) original and two (2) copies shall be submitted in a separate sealed envelope
before the required deadline. The offeror’s cost proposal shall be signed by an
authorized agent of the company. There is no maximum page limit to section 5.
The undersigned bidder, having familiarized themselves with the work required by the
RFP, the bid documents, all laws, regulations, and other factors affecting performance of
the work, and having satisfied itself/himself/herself of the expense and difficulties
attending performance of the work; Hereby proposes and agrees, if this bid for the
above named project is accepted to enter into a contract to perform all work necessary
to the successful completion of the contract; and to supply all required submittals as
indicated or specified in the RFP and the bid documents to be performed or furnished by
bidder. The quantities listed below are estimates. The actual price will be the actual
quantities multiplied by the “fixed cost per unit” listed below plus any applicable hourly
service requirements.
Please complete the “Fixed Cost Per Unit” column below and return with proposal.
(See Attached Schedule)
19 | RFP 18-FD02
Name
Order
Date
Admin or Officer or Firefighter PO:
QTY BRAND DESCRIPTION UNIT
PRICE Size LINE TOTAL
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
Milton Order Form
[Y
20 | RFP 18-FD02
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
21 | RFP 18-FD02
$
$
$
$
$
$
$
$
$
$
$
MARLOW WHITE; (OR
COMPARABLE) $
$
$
$
$
$
$
This list would also include embroidery services, alteration services
and silk screening.
SUBTOTAL: $
SALES TAX: N/A – CITY TAX EXEMPT
TOTAL
$
-
22 | RFP 18-FD02
BID SCHEDULE MUST BE RETURNED WITH PROPOSAL
RFP 18-FD02
Company Name ______________________________________________________________
Authorized Signature _________________________________ Date ___________________
Print/Type Name _______________________________________________________________
Print/Type Title _________________________________________________________________
23 | RFP 18-FD02
SECTION 6: EVALUATION CRITERIA
6.0 EVALUATION CRITERIA
The evaluation committee will review and evaluate the proposals
according to the criteria listed below. Proposals not meeting the minimum
technical requirements and those who are non-responsive will not be
considered. Positive or negative City of Milton experiences are part of the
evaluation. Lack of service experience with the City is not a detriment to
the evaluation as long as positive references and experiences can be
produced. Location evaluation is determined by proximity to City Hall and
Milton Fire Department. The City may request short-listed proposers to meet
with City Staff for evaluation purposes.
Proposal Evaluation Criteria:
References/Experience/Service/Location/24/7 Online Ordering Service 70%
Price 30%
24 | RFP 18-FD02
SECTION 7: STANDARD CONTRACT INFORMATION
7.0 STANDARD CONTRACT
The City’s standard contract is attached to this document as Appendix A. Offeror
should notify the City of any terms within the standard contract that preclude them from
responding to the RFP. This notification must be made by the deadline for receipt of
written/e-mailed questions or with the Offeror’s RFP response. Any requests for material,
substantive, important exceptions to the standard contract will be addressed in any
formal written addendum issued by the procurement officer in charge of the solicitation.
The City reserves the right to address any non-material, minor, insubstantial exceptions
to the standard contract with the highest scoring Offeror at the time of contract
negotiation.
7.1 ADDITIONAL CONTRACT PROVISIONS AND TERMS
This RFP and any addenda, the Offeror’s RFP response, including any amendments, a
best and final offer, any clarification question responses, and any negotiations shall be
included in any resulting contract. The City’s standard contract, attached as Appendix
A, contains the contract terms and conditions which will form the basis of any contract
negotiated between the City and the highest scoring Offeror. The contract language
contained in Appendix A does not define the total extent of the contract language
that may be negotiated. In the event of a dispute as to the duties and responsibilities of
the parties under this contract, the contract, along with any attachments prepared by
the City, will govern in the same order of precedence as listed in the contract.
7.2 SUBOFFEROR
The highest scoring Offeror will be the prime Offeror if a contract is awarded and shall
be responsible, in total, for all work of any sub-contractors. All sub-contractor, if any,
must be listed in the proposals. The City reserves the right to approve all sub-contractors.
The Offeror shall be responsible to the City for the acts and omissions of all sub-
contractors or agents and of persons directly or indirectly employed by such sub-
contractors, and for the acts and omissions of persons employed directly by the Offeror.
Further, nothing contained within this document or any contract documents created as
a result of any contract awards derived from this RFP shall create any contractual
relationships between any subcontractor and the City.
7.3 GENERAL INSURANCE REQUIREMENTS
See sample contract.
7.4 COMPLIANCE WITH WORKERS’ COMPENSATION ACT
The Offeror is required to supply the City of Milton with proof of compliance with the
Workers’ Compensation Act while performing work for the City. Neither the Offeror nor
25 | RFP 18-FD02
its employees are employees of the City. The proof of insurance/exemption must be
received by the City of Milton within 10 working days of the Request for Documents
Notice and must be kept current for the entire term of the contract.
CONTRACTS WILL NOT BE ISSUED TO VENDORS WHO FAIL TO PROVIDE THE REQUIRED
DOCUMENTATION WITHIN THE ALLOTTED TIME FRAME.
7.5 COMPLIANCE WITH LAWS
The Offeror must, in performance of work under this contract, fully comply with all
applicable federal, state, or local laws, rules and regulations, including the Civil Rights
Act of 1964, the Age Discrimination Act of 1975, the Americans with Disabilities Act of
1990, and Section 504 of the Rehabilitation Act of 1973. Any subletting or sub-consulting
by the Offeror subjects sub-contractors to the same provision. The Offeror agrees that
the hiring of persons to perform the contract will be made on the basis of merit and
qualifications and there will be no discrimination based upon race, color, religion,
creed, political ideas, sex, age, marital status, physical or mental disability, or national
origin by the persons performing the contract.
7.6 CONTRACT TERMINATION
See sample contract.
SAMPLE CONTRACT
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4
SAMPLE CONTRACT
5
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6
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MILTON%
ESTABLISHED 2006
CITY COUNCIL AGENDA ITEM
TO: City Council DATE: September 4, 2018
FROM: Steven Krokoff, City Manager
AGENDA ITEM: Approval of Change Order #I to the Professional Services
Agreement between the City of Milton and Atlas
Geographic Data, Inc. for Cadastral Conversion Services.
MEETING DATE: Monday, September 10, 2018 Regular City Council Meeting
BACKGROUND INFORMATION: (Attach additional pages if necessary)
See attached memorandum
APPROVAL BY CITY MANAGER: (41A'*PPROVED (J NOT APPROVED
CITY ATTORNEY APPROVAL REQUIRED: (, 4ES () NO
CITY ATTORNEY REVIEW REQUIRED: (.r<ES () NO
APPROVAL BY CITY ATTORNEY: (414PPROVED (J NOT APPROVED
PLACED ON AGENDA FOR: �glfplw"
2006 Heritage Walk Milton, GA P: 678.242.2500 1 F: 678.242.2499 infoQcifyofmiltongo.us I www.cityofmiltonga.us
0000
To: Honorable Mayor and City Council Members
From: Alicia Newberry, GISP, GIS Manager
Date: Submitted on August 27, 2018 for the September 10, 2018 Regular
City Council Meeting
Agenda Item: Approval of Change Order #1 to the Professional Services
Agreement with Atlas Geographic Data, Inc. for Cadastral
Conversion Services.
_____________________________________________________________________________________
Project Description:
This Professional Services agreement with Atlas Geographic Data, Inc. for Cadastral
Conversion Services is being amended to change the contract end date to December
31, 2018, to allow for additional time to complete the project and for effective quality
control to be performed by City staff.
Financial Review: N/A
Legal Review: Sam VanVolkenburgh – Jarrard & Davis (May 24, 2018)
Attachment(s): Change Order #1 to Professional Services Agreement
YO+nE OF'
Es ABLISucn zow
CHANGE ORDER #1 FOR PROFESSIONAL SERVICES AGREEMENT
Cadastral Conversion Services
WHEREAS, the City of Milton, Georgia and Atlas Geographic Data, Inc. have entered into a
Professional Services Agreement (the "Agreement") dated September 15, 2017, incorporated herein by
reference; and
WHEREAS, the parties desire to change the completion date of the Project pursuant to Section II of the
Agreement, it being to the mutual benefit of all parties to do so;
NOW THEREFORE, the parties agree to amend the Agreement as follows:
Section L(D) is amended by replacing the text "The term of this Agreement ("Term") shall
commence as the Effective Date, and the Work shall be completed, and the Agreement shall
terminate, on or before December 31, 2018".
IN WITNESS WHEREOF, the parties have caused this Change Order to be duly executed by their duly
authorized officers as of the day and year set forth next to each signature.
CITY OF MILTON
Title: G15 Ak<_ n 2a er
ATLAS GEOGRAPHIC DATA,
{�INC. :
By: ( �-C—iA
'r;a_. t reC, r 3 � A�
Name: A c I a- C N zw6 e- Name
Date: ? I t2q 18 Date:
Approved by City Council
t%uwS L .Mb(�^ r
-2(z`7 ItX
Mayor
Date City Attorney Approval as to Form
MILTON%
ESTABLISHED 2006
CITY COUNCIL AGENDA ITEM
TO: City Council DATE: Auaust 31, 2018
FROM: Steven Krokoff, City Manage
a�
AGENDA ITEM: Approval of an Agreement between the City of Milton and
Crabapple Merchant Association Regarding Responsibilities
and Obligations Related to the Co -Hosting of Crabapple Fest.
MEETING DATE: Monday, September 10, 2018 Regular City Council Meeting
BACKGROUND INFORMATION: (Attach additional pages if necessary)
See attached memorandum
APPROVAL BY CITY MANAGER: (1PPROVED (J NOT APPROVED
CITY ATTORNEY APPROVAL REQUIRED: (1YES () NO
CITY ATTORNEY REVIEW REQUIRED: (,YES () NO
APPROVAL BY CITY ATTORNEY. UNAPPROVED (J NOT APPROVED
PLACED ON AGENDA FOR: 091,611z`t
2006 Heritage Walk Milton, GA P: 678.242.25001 F: 678.242.2499 info@cityofmiltonga.us I www.cityofmiltonga.us
0000
To: Honorable Mayor and City Council Members
From: Courtney Spriggs, Community Outreach Manager
Date: Submitted on September 4, 2018 for the September 10, 2018
Regular Council Meeting
Agenda Item: Approval of an Agreement between the City of Milton and
Crabapple Merchant Association Regarding Responsibilities
and Obligations Related to the Co-Hosting of Crabapple Fest.
______________________________________________________________________________
Department Recommendation:
Approval.
Executive Summary:
The City of Milton and non-profit Crabapple Merchant Association (hereinafter
referred to as CMA) have entered into a partnership for the sixth annual
Crabapple Fest. The impetus of this partnership is the CMA’s need for
professional help in regards to logistics, advertising, and public safety and the
City of Milton’s benefit of community partnership and vendor assistance.
We saw great success with the agreement and partnership for the 2013-2017
Crabapple Fests. Both parties wish to continue the yearly festival in the heart of
historic downtown Crabapple to complement the vision of “Downtown Milton”
as the city grows.
This document outlines the expectations and deliverables of that partnership,
including CMA’s handling of vendors, Milton’s handling of children’s activities
and sponsors, and shared responsibilities of volunteerism.
Funding and Fiscal Impact:
Funding for this festival will be achieved by the existing special event fund line
items for the Crabapple Fest ($24,508). This cost will be offset with sponsorships
which we estimate to be $8,000.00.
Alternatives:
Denial of the contract, dissolution of the partnership.
Legal Review:
Page 2 of 2
Jeff Strickland– Jarrard & Davis (3/2/2018)
Concurrent Review:
Steven Krokoff, City Manager
Stacey Inglis, Assistant City Manager
Attachment(s):
Agreement between the City of Milton and CMA Regarding Responsibilities and
Obligations Related to Co-Hosting of Crabapple Fest.
1
AGREEMENT BETWEEN THE CITY OF MILTON AND CMA
REGARDING RESPONSIBILITIES AND OBLIGATIONS RELATED TO
CO-HOSTING OF THE CRABAPPLE FEST
THIS AGREEMENT is effective as of this_____ day of _____________, 2018, by and
between CITY OF MILTON, a political subdiv ision of the State of Georgia, acting by and
through its governing authority, the Mayor and City Council for the City of Milton (“City "), and
CRABAPPLE MERCHANT ASSOCIATION INC., a Georgia nonprofit corporation,
("CMA"). Collectively, the City and CMA may be referred to herein as the "Parties."
WITNESSETH THAT:
WHEREAS, the City and CMA desire to co-host a festival to be known as the Crabapple
Fest and to specify each party’s responsibilities and obligations related thereto; and
WHEREAS, the City and CMA have determined that it would be mutually beneficial to
share in the cost of hosting this festival, as both Parties would benefit from maximum
community branding, cost sharing, increased festival attendance, and enhance d benefits to
community commerce ; and
WHEREAS, the City is authorized by Article IX, Section 2, Paragraph III of the
Constitution of the State of Georgia to provide and fund recreational programs; and
WHEREAS, the City will receive a substantial benefit from consolidating its efforts with
those of CMA, as the City will be able to co-host a much larger festival than was previously
possible , with greater recreational opportunities for Milton’s citizens; and
WHEREAS, the public interest will be served by this Agreement, as the City will receive
a substantial benefit through CMA ’s provision of funding, personnel and administrative
assistance in co-hosting a much larger community festival;
NOW, THEREFORE, for and in consideration of the mutual promises, the public
purposes, and the acknowledgements and agreements contained herein, together with other good
and adequate consideration, the sufficiency of which is hereby acknowledged, the Parties hereto
do mutually agree as follows:
I. SCOPE OF SERVICES AND TERMINATION DATE
A. Project Description
The Parties will work cooperatively to co-host a festival in downtown Crabapple , which
festival shall be known as “Crabapple Fest” (the “Festival”).
B. Party Obligations and Responsibilities
1. City Obligations and Responsibilities
2
The City shall be responsible for providing all labor and funding associated with the
following in co-hosting the Festival:
a. Logistics – The City shall be responsible for coordinating any
logistics associated with clos ing roads a nd providing security for
the Festival, including but not limited to closing Crabapple Road
(from Itaska Walk to Broadwell Road) where the Festival will
occur and providing a public safety presence at the Festival.
b. Children’s Activity Area – The City s hall be responsible for
organizing and running the children’s activity area and shall
include space sufficient for children’s activities .
c. Sponsorships – The City shall be responsible for and authorized to
obtain sponsorships to fund its portion of any costs associated with
co-hosting the Festival. The City shall make a good faith effort to
secure as many sponsorships as possible to offset the public funds
needed to be expended on the Festival. Any sponsors providing
three thousand dollars ($3,000) or more in sponsorship funding
shall be allowed to have a booth at the Festival at no additional
charge .
d. Vendor Solicitation and Recruitment (Other than Antique/Art/Food
Vendors Recruited by CMA) – The City will maintain a record of
all participating ve ndors (other than antique, art and food vendors
recruited by CMA ) that the City recruits to participate in the
Festival, which record shall include the name, address, and phone
number of the vendor, any amounts payable or outstanding from
such vendor, the vendor terms, the vendor class (if any), and any
other vendor information deemed necessary. The City may , but is
not required to, set a fee for participation by such vendors, which
fee, if imposed, shall not exceed one hundred dollars ($100.00)
(vendor s may choose to make a donation in excess of such
amount). Any amounts outstanding to be collected from such
vendors (other than antique, art and food vendors recruited by
CMA ) shall be the responsibility of the City.
e. Publicity and Communications – The City shall coordinate any
publicity and communications associated with the Festival,
including but not limited to written flyers, pamphlets and
advertisements, signage, broadcast media, etc.
f. Budget and Finances – The City shall set the Festival budget and
keep records of all finances related to the Festival. The City shall
provide a copy of any financial statements or other financial
3
reports completed in relation to the Festival to CMA for
consideration in Post-Event Evaluation/Summary/Appreciation.
2. CMA Obligations and Responsibilities
CMA will be responsible for providing all labor and funding associated with the
following in co-hosting the Festival:
a. Vendor Solicitation and Recruitment (Antique/Art/Food Vendors
Recruited by CMA) – CMA shall b e responsible for soliciting and
recruiting antique, art, and food vendors for the festival. CMA will
maintain a record of all participating antique, art and food vendors
recruited by CMA to participate in the Festival, which record shall
include the name , address, and phone number of the vendor, any
amounts payable or outstanding from such vendor, the vendor
terms, the vendor class (if any), and any other vendor information
deemed necessary. Any amounts outstanding to be collected from
any antique, art a nd food vendors recruited by CMA shall be the
responsibility of CMA .
b. Vendor Management and Communications – CMA shall be
responsible for managing the involvement of and communicating
with any and all antique, art, and food vendors recruited by CMA;
provided that any fee charged by CMA to vendors to participate in
the Festival shall not exceed two hundred twenty-five dollars
($225.00) (vendor s may choose to make a donation in excess of
such amount). The Parties agree that any revenue collected from
fees charged to antique, art and food vendors recruited by CMA
shall be designated to the CMA ’s fundraising account.
c. Vendor Tents – CMA will require all vendors to be responsible for
providing their own tents for their booths/vendor stands.
d. Revenue Reporting – Once the Festival is complete, CMA will
provide the City with a report specifying all revenues and/or other
monies collected in relation to the Festival, including but not
limited to those designated for community programs (e.g.,
donations).
3. Joint Obligations and Responsibilities of both the City and CMA
The City and CMA will be jointly responsible for providing all labor and funding
associated with the following in co-hosting the Festival:
a. Volunteer Recruitment and Coordination – The Cit y and CMA
shall work together to recruit and coordinate volunteers to plan for
4
and staff the Festival.
b. Post-Event Evaluation/Summary/Appreciation – The City and
CMA shall work together to evaluate the success of the Festival
once complete.
4. All Other Obligations
The Parties will negotiate in good faith to equitably assign a ny obligations or
re sponsibilities not specifically assigned herein, and the labor and funding associated
therewith, as such obligations and responsibilities are identified.
C. No Admission for Attendees.
The Parties agree that there shall be no admission fee charged to members of the public
who attend the Festival.
D. Schedule .
The Parties anticipate that the Festival will be held on Saturday, October 6, 2018. This
Agreement will terminate upon completion of Post-Event Evaluation, Summary and
Appreciation activities following the Festival, which the Parties expect to be completed within
five (5) weeks of the Festival.
II. MISCELLANEOUS
A. Amendments
This Agreement may be amended only upon execution of an amendment by both of the
Parties hereto.
B. Indemnification of the City
The CMA shall bear all losses and damages directly or indirectly resulting to it and/or the
City on account of CMA’s performance of this Agreement. CMA shall defend, indemnify and
hold harmless the City , its officers, boards, commissions, elected and appointed officials,
employees , servants, volunteers and agents (hereinafter referred to as “City Parties”) from and
against any and all cla ims, injuries, suits, actions, judgments, damages, losses, costs, expenses
and liability of any kind whatsoever , including but not limited to, attorney’s fees and costs of
defense , (hereinafter “Liabilities”) which may be the result of willful, negligent or tortious
conduct arising out of CMA’s performance of this Agreement or operations by the CMA, any
CMA contractor, anyone directly or indirectly employed by the CMA or a CMA contractor or
anyone for whose acts the CMA or a CMA contractor may be liable. This indemnity obligation
does not include Liabilities caused by or resulting from the sole negligence of the City or City
Parties. Such obligation shall not be construed to negate, abridge, or otherwise reduce any other
right or obligation of indemnity which would otherwise exist as to any party or person described
5
in this provision. In any and all claims against the City or City Parties, by any employee or
representative of the CMA , any CMA contractor, anyone directly or indirectly employed by the
CMA or a CMA contractor or anyone for whose acts the CMA or a CMA contractor may be
liable, the indemnification obligation set forth in this provision shall not be limited in any way by
any limitation on the amount or type of damages, compensation or benefits payable by or for the
CMA or any CMA contractor under workers’ or workmen’s compensation acts, disability benefit
acts or other employee benefit acts. This obligation to indemnify, defend, and hold harmless the
City and City Parties shall survive expiration or termination of this Agreement, provided that the
claims are based upon or arise out of actions that occurred during the performance of this
Agreement.
C. Insurance
The CMA shall have and maintain in full force and effect for the duration of this
Agree ment commercially reasonable insurance insuring against claims for injuries to persons or
damages to property which may arise from or in connection with the performance of this
Agreement by CMA , its agents, representatives, employees or contractors. Insura nce is to be
placed with insurers with an A.M. Bests' rating of no less than A:VII. The City and City Parties
are to be covered as additional insureds in such policies. Further, during the term of this
Agreement, each insurance policy required by this clause shall be endorsed to state that coverage
shall not be suspended, voided, canceled, reduced in coverage or in limits except after thirty (30)
days prior written notice by certified mail, return receipt requested, has been given to the City.
CMA shall furnish the City with certificates of insurance and endorsements to the policies
evidencing coverage required by this Article. The certificate of insurance and endorsements shall
be on a form utilized by CMA 's insurer in its normal course of business and s hall be received and
approved by the City prior to execution of this Agreement by the City. The City reserves the
right to require complete, certified copies of all required insurance policies at any time. The
CMA shall provide proof that any expiring coverage has been renewed or replaced at least two
(2) weeks prior to the expiration of the coverage. These requirements are subject to amendment
or waiver if so approved in writing by the City Manager.
D. Employment of Unauthorized Aliens Prohibited
(1) E-Verify Affidavit –
Pursuant to O.C.G.A. § 13-10-91(b)(5), and a s it is the City’s understanding that CMA
has no employees and does not intend to hire any employees for the purpose of performance of
this Agreement, CMA must provide a copy of the state issued driver’s license or state issued
identification card (from a state approved by Georgia’s Attorney General) of an individual
authorized to act on behalf of CMA. CMA agrees that the employee-number category designated
below is applicable to CMA:
____ 500 or more employees ____ 100 or more employees ___ Fewer than 100 employees.
In the event CMA employs or contracts with any subcontractor(s) in connection with this
Agreement, CMA will secure from the subcontractor(s) such subcontractor(s') indication of the
employee -number category applicable to the subcontractor, as well as the subcontractor's
execution of the affidavit shown in Georgia Rule 300-10-1-.08 or a substantially similar
6
subcontractor affidavit (or, if subcontractor has no employees , a copy of the state issued driver’s
license or state issued identification card of an individual authorized to act on behalf of the
subcontractor); and require the subcontractor to maintain records for inspection by the City at
any time.
No vendor shall be deemed to be an employee or independent contractor of CMA or of
the City, as such vendors are not required to provide any service to the CMA or the City and are
simply authorized to participate as a vendor in the Festival. In the event CMA later determines
that it will hire emplo yees to satisfy or complete the physical performance of services under this
Agreement, it shall first be required to comply with the affidavit requirements described in
O.C.G.A. § 13-10-91.
E. Records, Reports and Audits
(1) Records :
(a) Records shall be established and maintained by the CMA in accordance
with requirements prescribed by the City with respect to all matters
covered by this Agreement. Except as otherwise authorized, such records
shall be maintained for a period of three years from the da te that
evaluation of the Project is complete .
(b) All costs shall be supported by properly executed invoices, contracts, or
vouchers, or other official documentation evidencing in proper detail the
nature and propriety of the charges. All invoices, contracts, vouchers,
orders or other accounting documents pertaining in whole or in part to this
Agreement shall be clearly identified and readily accessible.
(2) Reports and Information:
Upon request, the CMA shall furnish to the City any and all statements, records,
reports, data and information related to matters covered by this Agreement in the
form requested by the City .
(3) Audits and Inspections :
At any time during normal business hours and as often as the City may deem
necessary, there shall be made available to the City for examination all records
with respect to all matters covered by this Agreement. The CMA will permit the
City to audit, examine, and make excerpts or transcripts from such records, and to
audit all contracts, invoices, materials, or data relating to all matters covered by
this Agreement.
F. Conflicts of Interest
CMA agrees that it shall not engage in any activity or conduct that would result in a
7
violation of the City of Milton Code of Ethics.
G. Confidentiality
CMA acknowledges that it may receive confidential information of the City and that it
will protect the confidentiality of any such confidential information and will re quire any of its
contractors and/or staff /volunteers to likewise protect such confidential information. The CMA
agrees that confidential information it receives or such reports or information that CMA creates
under this Agreement shall not be made available to, or discussed with, any individual or
organization, including the news media, without prior written approval of the City . The CMA
shall exercise reasonable precautions to prevent the unauthorized disclosure and use of City
information whether specifically deemed confidential or not. CMA acknowledges that the City ’s
disclosure of documentation is governed by Georgia’s Open Record’s Act.
H. Authority to Contract
The CMA covenants and declares that it has obtained all necessary approvals of its board
of directors or similar authority to simultaneously execute and bind CMA to the terms of this
Agree ment, if applicable. Ratification of the agreement by a majority of the members of the City
Council shall be authority for the Mayor to execute this Agreement on behalf of the Council.
I. Nondiscrimination
In accordance with Title VI of the Civil Rights Act, as amended, 42 U.S.C. § 2000d,
section 303 of the Age Discrimination Act of 1975, as amended, 42 U.S.C. § 6102, section 202
of the Americans with Disabilities Act of 1990, 42 U.S.C. § 12132, and all other provisions of
Federal law, the CMA agrees that, during performance of this Agreement, CMA, for itself, its
assignees and successors in interest, will not discriminate against any employee or applicant for
employment, any contractor, or any supplier because of race, color, creed, national origin,
gender, age or disability. In addition, CMA agrees to comply with all applicable implementing
regulations and shall include the provisions of this Section II(I) in every contract for services
contemplated under this Agreement.
III. TERMINATION
The City shall have the right to terminate this Agreement for convenience by providing
written notice thereof at least thirty (30) calendar days in a dvance of the termination date. Upon
termination, the CMA shall promptly discontinue all work that would incur additional liability or
obligation on the City, unless the notice directs otherwise . The rights and remedies of the City
and CMA provided in this Article are in addition to any other rights and remedies provided under
this Agreement or at law or in equity, includ ing but not limited to the right to terminate this
Agreement for cause.
IV. NO PERSONAL LIABILITY
Nothing herein shall be construed as creating any individual or personal liability on the
8
part of any City Party. No City Party shall be personally liable to the CMA or any successor in
interest in the event of any default or breach by the City or for any amount which may become
due to the CMA or successor or on any obligation under the terms of this Agreement. Likewise,
CMA ’s performance of services under this Agreement shall not subject CMA ’s individual
employees, officers or directors to any personal liability. The Parties agree that their sole and
exclusive remedy, claim, demand or suit shall be directed and/or asserted only against CMA or
the City , res pectively, and not against any employee, officer, director, or elected or appointed
official.
V. ENTIRE AGREEMENT
This Agreement constitutes the complete agreement between the Parties and supersedes
any and all other agreements, either oral or in writing, between the Parties with respect to the
subject matter of this Agreement. No other agreement, statement or promise relating to the
subject matter of this Agreement not contained in this Agreement shall be valid or binding. This
Agreement may be modified or amended only by a written document signed by both Parties with
appropriate authorization.
VI . SUCCESSORS AND ASSIGNS; ASSIGNMENT
This Agreement shall be binding on the heirs, executors, administrators, successors and
assigns of the respective Parties, provided that no P arty may assign this Agreement without prior
written approval of the other P arty.
VII . APPLICABLE LAW
If any action at law or in equity is brought to enforce or interpret the provisions of this
Agreement, the rules, regulations, statutes and laws of the State of Georgia will control. Any
action or suit related to this Agreement shall be brought in the Superior Court of Fulton County,
Georgia.
VII I. CAPTIONS AND SEVERABILITY
The caption or headnote on articles or sections of this Agreement are intended for
convenience and reference purposes only and in no way define, limit or describe the scope or
intent thereof, or of this Agreement nor in any way affect this Agreement. Should any article(s)
or section(s), or any part thereof, la ter be deemed unenforceable by a court of competent
jurisdiction, the offending portion of the Agreement should be severed, and the remainder of this
Agreement shall remain in full force and effect to the extent possible.
IX. NOTICES
A. Communications Relating to Day-to -Day Activities
All communications relating to the day-to-day activities concerning the Project shall be
9
exchanged between Courtney Spriggs for the City and Julie Hans for CMA .
B . Official Notices
All other notices, requests, demands , writings , or correspondence , as required by this
Agreement, shall be in writing and shall be deemed received, and shall be effective, when: (1)
personally delivered, or (2) on the third day after the postmark date when mailed by certified
mail, postage prepaid, return receipt requested, or (3) upon actual delivery when sent via national
overnight commercial carrier to the Parties at the addresses given below, or at a substitute
address previously furnished to the other Parties by written notice in accordance herewith:
NOTICE TO THE CITY shall be sent to:
Milton City Manager
2006 Heritage Walk
Milton , GA 30004
With a copy to,
Milton Community Outreach Manager
2006 Heritage Walk
Milton, GA 30004
NOTICE TO THE CMA shall be sent to:
Jennifer Newton, Pr esident
Crabapple Merchant Association Inc.
615 Gantt Road
Alpharetta , GA 30004
Future changes in address shall be effective only upon written notice being given by the City to
CMA or by CMA to City Manager via one of the delivery methods described in this Section.
XIV. WAIVER OF AGREEMENT
No failure by the Parties to enforce any right or power granted under this Agreement, or
to insist upon strict compliance with this Agreement, and no custom or practice of the Parties at
variance with the terms and conditions of this Agreement shall constitute a general waiver of any
future breach or default or affect the Parties’ right to demand exact and strict compliance with
the terms and conditions of this Agreement.
XV. NO THIRD PARTY RIGHTS
This Agreement shall be exclusively for the benefit of the P arties and shall not provide
any third parties with any remedy, claim, liability, reimbursement, cause of action or other right.
10
XVI. SOVEREIGN IMMUNITY
Nothing contained in this Agreement shall be construed to be a waiver of the City ’s
sovereign immunity or any individual’s qualified good faith or official immunities.
XVII. FORCE MAJEURE
Neither the City nor CMA shall be liable for their respective non-negligent or non-willful
failure to perform or shall be deemed in default with respect to the failure to perform (or cure a
failure to perform) any of their respective duties or obligations under this Agreement or for any
delay in such performance due to: (a) any cause beyond their respective reasonable control; (b)
any act of God; (c) any change in applicable governmental rules or regulations rendering the
performance of any portion of this Agreement legally impossible; (d) earthquake, fire, explosion
or flood; (e) strike or labor dispute, excluding strikes or labor disputes by employees and/or
agents of CMA; (f) delay or failure to act by any governmental or military authority; or (g) any
war, hostility, embargo, sabotage, civil disturbance, riot, insurrection or invasion. In such event,
the time for performance of this Agreement shall be renegotiated in good faith between the
Parties to reasonably account for such circumstances, and all other obligations shall remain
intact.
[SIGNATURES ON FOLLOWING PAGE]
11
IN WITNESS WHEREOF the City and CMA have executed this Agreement effective
as of the date the last Party executes this Agreement.
CRABAPPLE MERCHANT ASSOCIATION
INC., a Georgia Nonprofit Corporation
By: _________________________________
Jennifer Newton, President
Date: _____________________
[CORPORATE SEAL]
ATTEST:
By: ____________________________
Amanda Fuller, Executive Director
CITY OF MILTON
By: __________________________________
Joe Lockwood, Mayor
Date: _____________________
[CITY SEAL]
ATTEST:
By: ____________________________
Sudie AM Gordon, City Clerk
Approved as to form:
_______________________________
City Attorney
MItTON*
ESTABLISHED 2006
CITY COUNCIL AGENDA ITEM
TO: City Council DATE: September 5, 2018
FROM: Steven Krokoff, City Manager
AGENDA ITEM: Approval of Subdivision Plats and Revisions Approval
MEETING DATE: Monday, September 10, 2018 Regular City Council Meeting
BACKGROUND INFORMATION: (Attach additional pages if necessary)
See attached memorandum
APPROVAL BY CITY MANAGER: VAPPROVED () NOT APPROVED
CITY ATTORNEY APPROVAL REQUIRED: (J YES (�kNO
CITY ATTORNEY REVIEW REQUIRED: (J YES (),NO
APPROVAL BY CITY ATTORNEY: () APPROVED (J NOT APPROVED
PLACED ON AGENDA FOR: c`flfd&A
2006 Heritage Walk Milton, GA P: 678.242.2500 1 F: 678.242.2499 info@cityofmiltonga.u5 I www.cityofmiltonga.us
To: Honorable Mayor and City Council Members
From: Carter Lucas, Interim Community Development Director
Date: Submitted on September 4, 2018 for the September 10, 2018
Regular Council Meeting
Agenda Item: Approval of Subdivision Plats and Revisions Approval
____________________________________________________________________________
Department Recommendation:
To approve the subdivision related plats and revisions as stated below.
Executive Summary:
The Milton Subdivision Regulations require that the Mayor and City Council approve all
Final Plats, final Plat Re-recording, Revisions and Minor Plats once the matter has been
reviewed and certified by the Community Development Director in accordance with
the Subdivision Regulations.
1. The Big Sky Stables plat described herein consists of two parcels located at 13200
Bethany Road to be subdivided into 3 lots. The size of the lots range from 1 acre
to 4.5470 acres.
Funding and Fiscal Impact:
None.
Alternatives:
Do not approve.
Legal Review:
None – not required.
Concurrent Review:
Steven Krokoff, City Manager
Attachment(s):
Consent Agenda Plats Staff Memo
Page 2 of 5
Plat List, Location Map, Plats
Name of Development / Location Action Comments
/ # lots
Total
Acres Density
1. Big Sky Stables
LL 987 & 1030
13200 Bethany Road
Minor
Plat
Revision
3 lot 7.53 .39 Lots / acre
Consent Agenda Plats Staff Memo
Page 3 of 5
9/10/18
September 2018
Consent Agenda Plats Staff Memo
Page 4 of 5
Consent Agenda Plats Staff Memo
Page 5 of 5
I
MILTON'k
ESTABLISHED 2006
CITY COUNCIL AGENDA ITEM
TO: City Council DATE: August 31, 2018
FROM: Steven Krokoff, City Manager a
AGENDA ITEM: Proclamations Recognizing Constitution Week Presented to
the Daughters of the American Revolution -- Martha Stewart
Bulloch Society and Patriots of Liberty Chapter and the Sons
of the American Revolution - Piedmont Chapter.
MEETING DATE: Monday, September 10, 2018 Regular City Council Meeting
BACKGROUND INFORMATION: (Attach additional pages if necessary)
See attached memorandum
APPROVAL BY CITY MANAGER: (APPROVED NOT APPROVED
CITY ATTORNEY APPROVAL REQUIRED: () YES (�40
CITY ATTORNEY REVIEW REQUIRED: () YES (INO
APPROVAL BY CITY ATTORNEY: () APPROVED (J NOT APPROVED
PLACED ON AGENDA FOR: 09Ifol1oicr
2006 Heritage Walk Milton, GA P: 678.242.2500 1 F: 678.242.2499 info@cityofmiltonga.us I www.cityofmiltonga.us
0000
Constitution Week 2018
WHEREAS, The Constitution of the United States, the guardian of our liberties, is a
product of reflection and choice, embodying the principles of limited
government in a Republic dedicated to rule by law, not by men; and
WHEREAS, September 17, 2018 marks the two hundred and thirty first anniversary of the
drafting of the Constitution of the United States of America by the
Constitutional Convention; and
WHEREAS, it is fitting and proper to accord official recognition to this memorable
anniversary, and to the patriotic exercises that will commemorate the
occasion; and
WHEREAS, Public Law 915, guarantees the issue of a proclamation each year by the
President of the United States of America designating September 17th through
September 23rd as Constitution Week.
This Constitution Week, we, the City of Milton, urge all citizens to study the Constitution and
to express gratitude for the privilege of American citizenship in our Republic, functioning under
the superb body of laws - the Constitution of the United States of America.
Now, therefore, we, the Mayor and City Council of the City of Milton, proclaim the week of
September 17, 2018 through September 23, 2018 as Constitution Week in the City of Milton and
ask our citizens to reaffirm the ideals the Framers of the Constitution had in 1787.
Presented to the Martha Stewart Bulloch Society of the Children of the American Revolution.
Given under our hand and seal of the City of Milton, Georgia on this 10th day of September,
2018.
_________________________________
Joe Lockwood, Mayor
Constitution Week 2018
WHEREAS, The Constitution of the United States, the guardian of our liberties, is a
product of reflection and choice, embodying the principles of limited
government in a Republic dedicated to rule by law, not by men; and
WHEREAS, September 17, 2018 marks the two hundred and thirty first anniversary of the
drafting of the Constitution of the United States of America by the
Constitution Convention; and
WHEREAS, it is fitting and proper to accord official recognition to this memorable
anniversary, and to the patriotic exercises that will commemorate the
occasion; and
WHEREAS, Public Law 915, guarantees the issue of a proclamation each year by the
President of the United States of America designating September 17th through
September 23rd as Constitution Week.
This Constitution Week, we, the City of Milton, urge all citizens to study the Constitution and
to express gratitude for the privilege of American citizenship in our Republic, functioning under
the superb body of laws - the Constitution of the United States of America.
Now, therefore, I, Joe Lockwood as Mayor of the City of Milton, proclaim the week of
September 17, 2018 through September 23, 2018 as Constitution Week in the City of Milton and
ask our citizens to reaffirm the ideals the Framers of the Constitution had in 1787.
Presented to the Piedmont Chapter of the Georgia Society Sons of the American Revolution.
Given under our hand and seal of the City of Milton, Georgia on this 10th day of September,
2018.
________________________________
Joe Lockwood, Mayor
Constitution Week 2018
WHEREAS, The Constitution of the United States, the guardian of our liberties, is a
product of reflection and choice, embodying the principles of limited
government in a Republic dedicated to rule by law, not by men; and
WHEREAS, September 17, 2018 marks the two hundred and thirty first anniversary of the
drafting of the Constitution of the United States of America by the
Constitutional Convention; and
WHEREAS, it is fitting and proper to accord official recognition to this memorable
anniversary, and to the patriotic exercises that will commemorate the
occasion; and
WHEREAS, Public Law 915, guarantees the issue of a proclamation each year by the
President of the United States of America designating September 17th through
September 23rd as Constitution Week.
This Constitution Week, we, the City of Milton, urge all citizens to study the Constitution and
to express gratitude for the privilege of American citizenship in our Republic, functioning under
the superb body of laws - the Constitution of the United States of America.
Now, therefore, we, the Mayor and City Council of the City of Milton, proclaim the week of
September 17, 2018 through September 23, 2018 as Constitution Week in the City of Milton and
ask our citizens to reaffirm the ideals the Framers of the Constitution had in 1787.
Presented to the Patriots of Liberty Chapter of the National Society, Daughters of the
American Revolution.
Given under our hand and seal of the City of Milton, Georgia on this 10th day of September,
2018.
_________________________________
Joe Lockwood, Mayor
Constitution Week 2018
WHEREAS, The Constitution of the United States, the guardian of our liberties, is a
product of reflection and choice, embodying the principles of limited
government in a Republic dedicated to rule by law, not by men; and
WHEREAS, September 17, 2018 marks the two hundred and thirty first anniversary of the
drafting of the Constitution of the United States of America by the
Constitutional Convention; and
WHEREAS, it is fitting and proper to accord official recognition to this memorable
anniversary, and to the patriotic exercises that will commemorate the
occasion; and
WHEREAS, Public Law 915, guarantees the issue of a proclamation each year by the
President of the United States of America designating September 17th through
September 23rd as Constitution Week.
This Constitution Week, we, the City of Milton, urge all citizens to study the Constitution and
to express gratitude for the privilege of American citizenship in our Republic, functioning under
the superb body of laws - the Constitution of the United States of America.
Now, therefore, we, the Mayor and City Council of the City of Milton, proclaim the week of
September 17, 2018 through September 23, 2018 as Constitution Week in the City of Milton and
ask our citizens to reaffirm the ideals the Framers of the Constitution had in 1787.
Presented to the Martha Stewart Bulloch Chapter of the National Society, Daughters of the
American Revolution.
Given under our hand and seal of the City of Milton, Georgia on this 10th day of September,
2018.
_________________________________
Joe Lockwood, Mayor
MILTON%
ESTABLISHED 2006
TO:
FROM:
AGENDA ITEM:
MEETING DATE:
CITY COUNCIL AGENDA ITEM
City Council
DATE: September 5, 2018
Steven Krokoff, City Manager
Proclamation Recognizing a Group of Committed Volunteers
for their Work to Address Food Insecurity in North Fulton
Monday, September 10, 2018 Regular City Council Meeting
BACKGROUND INFORMATION: (Attach additional pages if necessary)
See attached memorandum
APPROVAL BY CITY MANAGER: (,APPROVED (J NOT APPROVED
CITY ATTORNEY APPROVAL REQUIRED: () YES VNO
CITY ATTORNEY REVIEW REQUIRED: () YES (J -NO
APPROVAL BY CITY ATTORNEY: () APPROVED () NOT APPROVED
PLACED ON AGENDA FOR: 0 gijtj 7'-A
2006 Heritage Walk Milton, GA P: 678.242.2500 1 F: 678.242.2499 info@cityofmiltonga.us I www.cityofmiltonga.us
0000
Recognizing a group of committed volunteers for their work
to address food insecurity in North Fulton
WHEREAS, there are people in North Fulton who experience limited or uncertain access to
adequate food; and
WHEREAS, at the same time, home gardens often provide an excess of produce beyond
what the gardeners can easily use; and
WHEREAS, Brent Miller, an Eagle Scout candidate from Troop 429, decided to focus his eagle
project on combating food insecurity by linking home and private gardeners with
the means to donate their excess produce; and
WHEREAS, upon obtaining his Eagle Scout rank, Brent created Growers Connection, a
charity with the motto “Grow Some, Give Some ,” that partners with local schools,
communities, and home gardens to collect and transport excess produce to
local food banks for distribution to those in need; and
WHEREAS, staff and volunteers from Birmingham Falls Elementary School have created a
school garden, providing students hands-on gardening experience to
supplement classroom learning; and
WHEREAS, after certifying the garden as a butterfly habitat and pollinator garden, the
students and volunteers decided to partner with Growers Connection to plant a
vegetable and fruit garden, and
WHEREAS, a dedicated group of staff, parents, students, and neighbors helped maintain the
school’s garden over the summer; and
WHEREAS, these volunteers included Brian Busch, Haley Busch, Tamara Didjurgis, Tanya
Fields-Green, Carys Green, Christopher Green, Ellia Green, Kevin Green, Sophia
Green, Trina Green, Sonny Khurramov, Amy Lamp’l, Joe Lamp’l, Amber Maxey,
Kennedy Maxey, Traci Newton, Clayton Velloff, Michelle Velloff, Patrick Velloff,
Richard Velloff, and RJ Velloff; and
WHEREAS, the hard work of these volunteers resulted in Birmingham Falls Elementary School
donating over 167 pounds of produce from the school garden thus far for the
2018 summer.
NOW, THEREFORE, we, the Mayor and City Council of the City of Milton, hereby recognize and
thank Brent Miller and Growers Connection, as well as the dedicated staff and volunteers at
Birmingham Falls Elementary School for giving graciously of their time in the service of providin g
fresh, nutritious produce for those in need.
Given under our hand and seal of the City of Milton, Georgia on thi s 10th day of September,
2018.
________________________________
Mayor Joe Lockwood
0
MILTON%
ESTABLISHED 2006
CITY COUNCIL AGENDA ITEM
TO: City Council DATE: September 3, 2018
FROM: Steven Krokoff, City Manager
AGENDA ITEM: Consideration of an Ordinance of the Mayor and Council of
the City of Milton, Georgia, to Adopt Amendments to the
Fiscal 2018 Budget for Each Fund of the City of Milton,
Georgia, Amending the Amounts Shown in Each Budget as
Expenditures, Amending the Several Items of Revenue
Anticipations, Prohibiting Expenditures to Exceed
Appropriations, and Prohibiting Expenditures to Exceed
Actual Funding Available.
MEETING DATE: Monday, September 10, 2018 Regular City Council Meeting
BACKGROUND INFORMATION: (Attach additional pages if necessary)
See attached memorandum
APPROVAL BY CITY MANAGER: (}/APPROVED (J NOT APPROVED
CITY ATTORNEY APPROVAL REQUIRED: () YES („yN0
CITY ATTORNEY REVIEW REQUIRED: () YES (,ANO
APPROVAL BY CITY ATTORNEY: () APPROVED () NOT APPROVED
PLACED ON AGENDA FOR: o )J101 role
2006 Heritage Walk Milton, GA P: 678.242.25001 F: 678.242.2499 info@cityofmiltonga.us I www.cityofmiltonga.us
0000
Page 1 of 2
STATE OF GEORGIA ORDINANCE NO.
FULTON COUNTY
AN ORDINANCE OF THE MAYOR AND COUNCIL OF THE CITY OF MILTON,
GEORGIA, TO ADOPT AMENDMENTS TO THE FISCAL 2018 BUDGET TO
ADDRESS THE RECOGNITION OF PROPERTY TAX REVENUES
BE IT ORDAINED by the City Council of the City of Milton, GA while in a
council meeting on September 24, 2018 at 6:00 p.m. as follows:
WHEREAS, the City Manager of the City of Milton has presented
amendments to the fiscal year 2018 budget to the City Council on each of the
various funds of the City; and
WHEREAS, each of these budget amendments results in a balanced
budget, so that anticipated revenues equal proposed expenditures for each fund;
and
WHEREAS, the amended fiscal year 2018 budget provides a financial plan
for the government, establishing appropriations for each operating department in
order to extend services;
NOW, THEREFORE BE IT ORDAINED that this budget amendment,
“Exhibit A” attached hereto and by this reference made a part hereof this ordinance
shall be the City of Milton’s amended fiscal year 2018 budget; and
BE IT FURTHER ORDAINED that this budget be and is hereby approved
and the several items of revenues shown in the budget for each fund in the
amounts anticipated are adopted and that the several amounts shown in the
budget for each fund as proposed expenditures are hereby appropriated to the
departments named in each fund; and,
BE IT FURTHER ORDAINED that the expenditures shall not exceed the
appropriations authorized by this budget or amendments thereto provided; that
expenditures for the fiscal year shall not exceed actual funding available.
Page 2 of 2
ADOPTED AND APPROVED this 24th day of September, 2018.
CITY OF MILTON, GEORGIA
By: ________________________
Mayor Joe Lockwood
_________________________
Councilmember Peyton Jamison
_________________________ ________________________
Councilmember Matt Kunz Councilmember Joe Longoria
_________________________ ________________________
Councilmember Laura Bentley Councilmember Rick Mohrig
Attest:
_______________________________
Sudie AM Gordon, City Clerk
City of Milton, Georgia
Fiscal Year 2018
Summary of Departmental Budget Amendments
The goal of the fiscal year 2018 budget amendment is to revise departmental budgets and interfund
transfers based on activity-to-date and future projections.
GENERAL FUND
The General Fund is the principal operating fund of the government and is used to facilitate current
year operations. General Fund revenues have unrestricted use. Expenditure requests are categorized
into two categories: Salary and Benefits and Maintenance and Operating. Salary and benefits line
items include salaries, overtime, vacation pay, retirement and other associated payroll expenditures.
The maintenance and operating category includes expenditures related to operational line items such
as supplies, professional fees, training, dues and fees, travel, utilities, communications, machinery &
equipment, etc.
Revenue Amendments:
The change in original revenue estimates for the following revenue sources is driven by an analysis of
the activity-to-date. A projection was completed using available data indicating the fiscal year 2018
revenue estimates could be adjusted by the amounts indicated in the table beginning on page 4.
Some of the most significant changes are explained as follows:
1. Over the last several fiscal years, Local Option Sales Tax (LOST) collections have steadily
increased. The City received over $8.6 million in FY17, and we feel confident that the FY18
collections will be higher. We are proposing a $335,000 increase in the projections for this
revenue source to bring total anticipations to $9,035,000.
2. The decision to change the year in which the City accounts for property taxes now allows for a
more precise projection of current year tax revenues. Collections of 2017 taxes have exceeded
the original anticipations and an increase of $227,588 to current year taxes is being requested
($214,092 for real property, 9,489 for public utility, and $4,007 for personal property.
3. Business & Occupation taxes have been coming in slightly higher in FY18 than in years past.
Efforts made by staff to communicate due dates and follow-up on delinquent taxes have
resulted in a request to increase this line-item by $105,000.
4. The increase of small cell activity has resulted in higher collections of franchise fees in the
cell/fiber/telecommunications category this year. As a result an increase of $80,000 is being
requested to account for expected revenue projections through the end of September.
5. Investment income revenue has also been higher than originally anticipated in FY18.
Accordingly, an increase of $62,000 to the Realized Gain/Loss on Investment account is being
requested.
Expenditure Amendments:
Explanations for each of the amendments to the expenditure accounts are provided within the
expenditures by project detail beginning on page 5.
GENERAL FUND SUMMARY:
Revenue Appropriation Increase 985,575
Expenditure Appropriation Increase 84,976
Net Revenue/(Expenditure) Requests:900,599
FY 2018
Current Budget
Requested
Amendment
Total
Amended
Budget
REVENUES
Taxes 25,280,220$ 762,527$ 26,042,747$
Licenses & Permits 554,977 24,170.00 579,147
Intergovernmental Revenues 9,000 9,244.00 18,244
Charges for Services 493,033 64,223.00 557,256
Fines & Forfeitures 375,000 - 375,000
Investment Income 61,000 62,400 123,400
Contributions & Donations 12,959 6,338 19,297
Miscellaneous Revenue 75,141 9,661 84,802
Proceeds from Sale of Assets 27,000 3,860 30,860
subtotal 26,888,330$ 942,423$ 27,830,753$
Interfund Transfers In:
Capital Projects Fund 272,636$ 43,152$ 315,788$
Impact Fee Fund 27,000 - 27,000
subtotal 299,636$ 43,152$ 342,788$
TOTAL REVENUES $ 27,187,966 $ 985,575 $ 28,173,541
EXPENDITURES
Mayor & Council 168,869$ (6,484)$ 162,385$
City Clerk 353,535 - 353,535
City Manager 723,571 (1,940) 721,631
General Administration 60,374 8,000 68,374
Finance 512,668 (10,239) 502,429
Legal 275,000 54,000 329,000
Information Technology 804,167 52,824 856,991
Human Resources 333,864 6,323 340,187
Risk Management 258,600 - 258,600
General Government Buildings 197,970 - 197,970
Communications 198,926 - 198,926
Community Outreach &
Engagement 119,746 6,800 126,546
Municipal Court 422,656 1,042 423,698
Police 4,751,019 (58,857) 4,692,162
Fire 6,954,455 28,676 6,983,131
Public Works 2,473,141 86,262 2,559,403
Parks & Recreation 1,397,613 2,069 1,399,682
Community Development 1,132,903 (9,000) 1,123,903
Economic Development 272,011 1,900 273,911
Debt Service 851,712 424 852,136
Contingency 76,824 (76,824) -
subtotal 22,339,624$ 84,976$ 22,424,600$
Interfund Transfers Out:
Capital Projects Fund 1,194,174$ -$ 1,194,174$
Capital Grant Fund 28,750 - 28,750
Special Events Fund 17,450 - 17,450
subtotal 1,240,374$ -$ 1,240,374$
TOTAL EXPENDITURES $ 23,579,998 $ 84,976 $ 23,664,974
Total Revenues Over/(Under)
Expenditures 3,607,968$ 900,599$ 4,508,567$
Beginning Fund Balance 3,340,647 3,340,647
ENDING FUND BALANCE 6,948,615$ 7,849,214$
General Fund Budget Summary
Proposed Budget Amendments
Fiscal Year 2018
GENERAL FUND
ACCOUNT # CURRENT
BUDGET
BUDGET
AMENDMENT
REVISED
BUDGET REASON FOR AMENDMENT
REVENUES BY SOURCE:
TAXES
Real Property Tax - Current Year 100-0000-3111000 10,458,000 214,092 10,672,092
Public Utility Tax 100-0000-3111100 86,013 9,489 95,502
Real Property Tax - Prior Year 100-0000-3112000 12,000 10,200 22,200
Personal Property Tax - Current Year 100-0000-3113000 197,880 4,007 201,887
Alternative Ad Valorem Tax (AAVT)100-0000-3113120 2,000 1,991 3,991
Franchise Fees/Cell/Fiber/Telecommunications 100-0000-3117900 14,240 80,000 94,240
Local Option Sales Tax 100-0000-3131000 8,700,000 335,000 9,035,000
Business & Occupation Tax 100-0000-3161000 675,000 105,000 780,000
Penalties & Interest-Business & Occupation Tax 100-0000-3194000 6,000 2,748 8,748
TOTAL: TAXES 762,527
LICENSES & PERMITS
Alcohol Beverage Licenses 100-0000-3211000 149,000 6,000 155,000
Advertising Fee 100-0000-3211010 2,000 200 2,200
Public Facilities Alcohol Permit 100-0000-3211410 300 600 900
Zoning & Land Disturbance 100-0000-3222100 4,000 3,650 7,650
Variance 100-0000-3222150 5,000 750 5,750
Seasonal & Special Events 100-0000-3222180 800 270 1,070
Sign Permits 100-0000-3222300 6,000 1,700 7,700
Tree Removal Permits 100-0000-3229920 - 11,000 11,000
TOTAL: LICENSES & PERMITS 24,170
INTERGOVERNMENTAL
Community Services Program (CSP)100-0000-3361021 - 9,244 9,244
TOTAL: INTERGOVERNMENTAL 9,244
CHARGES FOR SERVICE
Finance Administrative Fees 100-0000-3411000 70,000 4,500 74,500
Open Records Fees 100-0000-3414000 1,650 300 1,950
Online Payment Convenience Fee 100-0000-3419001 19,500 1,500 21,000
Development Bond Fee To Offset Legal Expense 100-0000-3419020 5,000 (4,000) 1,000
False Alarms 100-0000-3421310 9,500 4,500 14,000
Fingerprinting Fee 100-0000-3423110 17,000 10,500 27,500
Medical Reimbursement 100-0000-3426000 1,583 92 1,675
Background Check Fees 100-0000-3464100 10,000 3,500 13,500
Activity Fees/Joyful Soles 100-0000-3472002 30,000 7,943 37,943
Activity Fees/MCC Pool 100-0000-3472003 - 27,887 27,887
Activity Fees/Kona Ice 100-0000-3472031 250 674 924
Activity Fees/Eagle Stix Lacrosse 100-0000-3472033 12,000 6,665 18,665
Activity Fees/North Ga Rec 100-0000-3472035 12,000 3,908 15,908
Activity Fees/Sperber Music 100-0000-3472036 100 64 164
Activity Fees/Hopewell Youth Association 100-0000-3472040 35,000 (5,000) 30,000
Activity Fees/NFL Youth Flag Football 100-0000-3472041 9,000 188 9,188
Activity Fees/Milton Tennis Center 100-0000-3472043 - 724 724
Event Admission Fees/Business Symposium 100-0000-3473001 - 278 278
Change in revenue recognition
Proposed Budget Amendments
Fiscal Year 2018
GENERAL FUND
ACCOUNT # CURRENT
BUDGET
BUDGET
AMENDMENT
REVISED
BUDGET REASON FOR AMENDMENT
TOTAL: CHARGES FOR SERVICE 64,223
INVESTMENT INCOME
Interest Revenue 100-0000-3611000 1,000 400 1,400
Realized Gain/Loss On Investment 100-0000-3621000 60,000 62,000 122,000
TOTAL: INVESTMENT INCOME 62,400
CONTRIBUTIONS & DONATIONS
Donation Revenue-Village Volunteers 100-0000-3711011 - 250 250
Donation Revenue-Fire 100-0000-3711021 - 500 500
Donation Revenue-Parks & Recreation 100-0000-3711070 - 2,000 2,000
Donation Revenue-Joyful Soles 100-0000-3711071 - 1,500 1,500
Private Entity Grant/Contributions-Police 100-0000-3711201 - 2,088 2,088
TOTAL: CONTRIBUTIONS & DONATIONS 6,338
MISCELLANEOUS REVENUE
Facility Rental/Bethwell Community Center 100-0000-3814001 2,500 2,300 4,800
Facility Rental/Friendship Park 100-0000-3814002 200 150 350
Facility Rental/Bell Memorial Park 100-0000-3814003 7,500 8,950 16,450
Facility Rental/Broadwell Pavilion 100-0000-3814005 4,500 4,000 8,500
Facility Rental/City Hall/Community Place 100-0000-3814006 3,000 425 3,425
Facility Rental/Courtroom 100-0000-3814007 - 450 450
Facility Rental/Tennis Courts 100-0000-3814008 - 955 955
Insurance Proceeds-Public Safety 100-0000-3831010 17,441 6,556 23,997
Damaged Property-Citizen Reimbursement 100-0000-3832000 - 875 875
Other Miscellaneous Revenue 100-0000-3891000 40,000 (15,000) 25,000
TOTAL: MISCELLANEOUS REVENUE 9,661
OTHER FINANCING SOURCES
Operating Transfers In From Capital Projects Fund 100-0000-3912021 272,636 43,152 315,788
Sale Of Surplus Equipment 100-0000-3921000 27,000 3,860 30,860
TOTAL: OTHER FINANCING SOURCES 47,012
TOTAL REVENUES $ 985,575
EXPENDITURES BY PROJECT:
Professional Fees/Facilitator/Conference 100-1110-521200001 6,800 (6,484) 316
Travel/ICMA Conference 100-1320-523500000 7,677 (1,940) 5,737
General Supplies (General Administration)100-1500-531100002 9,600 8,000 17,600
Bond Interest 100-8000-582100000 243,712 424 244,136
Professional Fees/Legal Fees 100-1530-521202000 275,000 54,000 329,000
Funds needed for remaining legal bills in
FY2018 (funded by budgeted contingency
and fund balance)
Professional Fees (IT)100-1535-521200000 35,400 32,600 68,000
Funds needed for the Professional Services
Agreement with InterDev (from
Capital Projects Fund)
Computer/Hardware (IT)100-1535-542402000 52,499 13,469 65,968 Increase to account for PD laptop
replacements (from budgeted contingency)
Move funds from Mayor & Council and City
Manager to increase the general supplies
budget in General Administration and to
cover additional bond interest due
Proposed Budget Amendments
Fiscal Year 2018
GENERAL FUND
ACCOUNT # CURRENT
BUDGET
BUDGET
AMENDMENT
REVISED
BUDGET REASON FOR AMENDMENT
Education & Training/Employee Wellness 100-1540-523700005 40,000 (15,000) 25,000
Decrease to move unspent wellness dollars
back to the HRA liability account for use in
future years
Apparatus Repair & Maintenance (Fire)100-3510-522210004 125,316 6,556 131,872 Increase to account for insurance proceeds
and deductible payments received
Engineering & Surveying Services 100-4101-521200002 60,000 60,000 120,000
Increase to account for costs associated with
hiring a third-party arborist (from budgeted
contingency)
Maintenance Contracts/Hiperweb 100-4101-523850104 15,540 10,552 26,092
Transfer funds for the maintenance contract
that was originally budgeted in the Capital
Projects Fund
Professional Fees/Recruitment 100-1540-521200008 1,500 21,323 22,823
Medical Insurance (Community Development)100-7410-512100001 111,620 (9,000) 102,620
Medical Insurance (Finance)100-1510-512100001 44,024 (10,239) 33,785
Medical Insurance (IT)100-1535-512100001 10,631 6,400 17,031
Dental Insurance (IT)100-1535-512100002 892 300 1,192
Vision Insurance (IT)100-1535-512100003 209 55 264
Medical Insurance (Community Outreach & Engagement)100-1571-512100001 10,256 6,500 16,756
Dental Insurance (Community Outreach & Engagement)100-1571-512100002 892 300 1,192
Medical Insurance (Court)100-2650-512100001 22,262 480 22,742
Dental Insurance (Court)100-2650-512100002 1,784 540 2,324
Vision Insurance (Court)100-2650-512100003 418 22 440
Medical Insurance (Police)100-3210-512100001 479,966 (56,180) 423,786
Dental Insurance (Police)100-3210-512100002 38,356 (2,600) 35,756
Vision Insurance (Police)100-3210-512100003 8,987 (77) 8,910
Medical Insurance (Fire)100-3510-512100001 718,706 21,400 740,106
Dental Insurance (Fire)100-3510-512100002 56,196 720 56,916
Medical Insurance (Public Works)100-4101-512100001 111,620 15,400 127,020
Dental Insurance (Public Works)100-4101-512100002 8,920 310 9,230
Medical Insurance (Parks & Recreation)100-6110-512100001 22,262 2,069 24,331
Medical Insurance (Economic Development)100-7520-512100001 11,162 1,770 12,932
Dental Insurance (Economic Development)100-7520-512100002 892 130 1,022
Contingency 100-9000-579100000 76,824 (76,824) -
Decreases: $60,000 to Public Works for a third-
party arborist, $13,469 to IT for PD laptop
replacements, $3,355 to legal fees
TOTAL EXPENDITURES $ 84,976
Total Revenues Over/(Under) Expenditures 900,599$
Medical, dental, and vision true-up between
departments
Increase to fund recruitment of new
Community Development Director (from
healthcare budget balances)
FY 2018
Current Budget
Requested
Amendment
Total
Amended
Budget
Revenues 114,950$ (2,860)$ 112,090$
Expenditures 109,588$ (2,860)$ 106,728$
Total Revenues Over/(Under)
Expenditures 5,362$ -$ 5,362$
Beginning Fund Balance 28,708$ 28,708$
ENDING FUND BALANCE 34,070$ 34,070$
FY 2018
Current Budget
Requested
Amendment
Total
Amended
Budget
Revenues 73,000$ 6,000$ 79,000$
Expenditures 73,000$ 6,000$ 79,000$
Total Revenues Over/(Under)
Expenditures -$ -$ -$
Beginning Fund Balance -$ -$
ENDING FUND BALANCE -$ -$
FY 2018
Current Budget
Requested
Amendment
Total
Amended
Budget
Revenues -$ 12,831$ 12,831$
Expenditures -$ 79,422$ 79,422$
Total Revenues Over/(Under)
Expenditures -$ (66,591)$ (66,591)$
Beginning Fund Balance 135,981$ 135,981$
ENDING FUND BALANCE 135,981$ 69,390$
FY 2018
Current Budget
Requested
Amendment
Total
Amended
Budget
Revenues -$ 19,452$ 19,452$
Expenditures -$ 19,152$ 19,152$
Total Revenues Over/(Under)
Expenditures -$ 300$ 300$
Beginning Fund Balance (300)$ (300)$
ENDING FUND BALANCE (300)$ -$
Special Revenue Funds Budget Summaries
SPECIAL EVENTS FUND
CONFISCATED ASSETS FUND
OPERATING GRANT FUND
HOTEL/MOTEL TAX FUND
SPECIAL EVENTS FUND & HOTEL/MOTEL TAX FUND
The Special Events Fund is used to track revenues and expenditures associated with running the City’s special events. The primary revenue
source for this fund is an interfund transfer in from the Hotel/Motel Tax Fund. An increase in tax revenues anticipated in the Hotel/Motel
Tax Fund also results in a request to increase the interfund transfer line items between the two funds of $6,000. In an effort to apply
sponsorships to the year in which the event occurs revenues for Crabapple Fest Sponsors has been reduced by $15,000 in FY18. Lastly,
the partnership with Gas South is projected to bring in an estimated $6,100 and request to increase the budge for that account is being
made.
Proposed Budget Amendments
Fiscal Year 2018
SPECIAL EVENTS FUND
ACCOUNT # CURRENT
BUDGET
BUDGET
AMENDMENT
REVISED
BUDGET REASON FOR AMENDMENT
REVENUES BY SOURCE:
CHARGES FOR SERVICE
Rock For Rescues Vendor Fee 201-0000-3479013 - 300 300
Summer Event Vendor Fee 201-0000-3479014 - 140 140
TOTAL: CHARGES FOR SERVICE 440
CONTRIBUTIONS & DONATIONS
Crabapple Fest Sponsor 201-0000-3711000 15,000 (15,000) -
Private Entity Contributions 201-0000-3711200 - 6,100 6,100
Private Entity Contributions/Gas South Partnership 201-0000-3711201 - 1,600 1,600
TOTAL: CONTRIBUTIONS & DONATIONS (7,300)
MISCELLANEOUS REVENUE
Other Miscellaneous Revenue/Holiday Card Sales 201-0000-3891020 - (2,000) (2,000)
TOTAL: MISCELLANEOUS REVENUE (2,000)
OTHER FINANCING SOURCES
Operating Transfers In From Hotel/Motel Tax Fund 201-0000-3912040 73,000 6,000 79,000
TOTAL: OTHER FINANCING SOURCES 6,000
TOTAL REVENUES $ (2,860)
EXPENDITURES BY PROJECT:
Other Equipment/Tree Lighting 201-1571-542500004 5,000 (2,860) 2,140 Decrease to offset reduced revenue
anticipations in FY 2018
TOTAL EXPENDITURES $ (2,860)
Total Revenues Over/(Under) Expenditures -
Change in revenue recognition
Proposed Budget Amendments
Fiscal Year 2018
HOTEL/MOTEL TAX FUND
ACCOUNT # CURRENT
BUDGET
BUDGET
AMENDMENT
REVISED
BUDGET REASON FOR AMENDMENT
REVENUES BY SOURCE:
TAXES
HOTEL/MOTEL EXCISE TAX 275-0000-3141000 73,000 6,000 79,000
TOTAL: INTERGOVERNMENTAL 6,000
TOTAL REVENUES $ 6,000
EXPENDITURES BY PROJECT:
OPERATING TRANSFERS OUT TO SPECIAL EVENTS FUND 275-9000-611107000 73,000 6,000 79,000 Increase to account for additional revenues
anticipated in FY 2018
TOTAL EXPENDITURES $ 6,000
Total Revenues Over/(Under) Expenditures -
Change in revenue recognition
CONFISCATED ASSETS FUND
The Confiscated Assets Fund accounts for all activity related to federal and state confiscations. Each entity has guidelines that must be
adhered to with regard to spending these funds. In FY18, $11,088 of federal funds have been received, and an increase to that revenue
line is being requested. The Police department spent down state funds and federal funds in the amount of $79,422 for expenditures
related to new training initiatives and procurements made by the North Fulton Team to improve their equipment and technology.
Proposed Budget Amendments
Fiscal Year 2018
CONFISCATED ASSETS FUND
ACCOUNT # CURRENT
BUDGET
BUDGET
AMENDMENT
REVISED
BUDGET REASON FOR AMENDMENT
REVENUES BY SOURCE:
FINES & FORFEITURES
Cash Confiscations/Federal Funds 210-0000-3513202 - 11,088 11,088
TOTAL: FINES & FORFEITURES 11,088
INVESTMENT INCOME
Interest Revenue/State Funds 210-0000-3611000 - 16 16
Interest Revenue/Federal Funds 210-0000-3611001 - 27 27
TOTAL: INVESTMENT INCOME 43
OTHER FINANCING SOURCES
Operating Transfers In From General Fund 210-0000-3912010 - 1,700 1,700
TOTAL: OTHER FINANCING SOURCES 1,700
TOTAL REVENUES $ 12,831
EXPENDITURES BY PROJECT:
Expenditures By Project:210-3210-521200000 - 847 847
Professional Fees/State Funds 210-3210-521200001 - 164 164
Professional Fees/Federal Funds 210-3210-523500000 - 266 266
Travel/State Funds 210-3210-523700001 - 9,550 9,550
Education & Training/Federal Funds 210-3210-542200000 - 39,046 39,046
Machinery & Equipment/Vehicles/State Funds 210-3210-542200001 - 14,426 14,426
Machinery & Equipment/Vehicles/Federal Funds 210-3210-542401000 - 3,570 3,570
Computer/Software/State Funds 210-3210-542500000 - 11,553 11,553
TOTAL EXPENDITURES $ 79,422
Total Revenues Over/(Under) Expenditures (66,591)
Change in revenue recognition
Set budget for purchases made with state
and federal confiscated funds
OPERATING GRANT FUND
This fund accounts for all federal, state, and local grants received related to operating expenditures. In FY18 $300 for prior year CDBG
eligible purchases and $19,152 in private entity grants for the Fire department were received. The corresponding budget requests for
these items are being requested in the detail on page 10.
Proposed Budget Amendments
Fiscal Year 2018
OPERATING GRANT FUND
ACCOUNT # CURRENT
BUDGET
BUDGET
AMENDMENT
REVISED
BUDGET REASON FOR AMENDMENT
REVENUES BY SOURCE:
INTERGOVERNMENTAL
Federal Gov Grant/CDBG 220-0000-3312501 - 300 300
TOTAL: INTERGOVERNMENTAL 300
CONTRIBUTIONS & DONATIONS
Private Entity Grant/Fire 220-0000-3711202 - 19,152 19,152
TOTAL: CONTRIBUTIONS & DONATIONS 19,152
TOTAL REVENUES $ 19,452
EXPENDITURES BY PROJECT:
Turn Out Gear 220-3510-531700002 - 19,152 19,152 Set a budget for expenses related to turn out
gear purchased using grant funding
TOTAL EXPENDITURES $ 19,152
Total Revenues Over/(Under) Expenditures 300$
Change in revenue recognition
FY 2018
Current Budget
Requested
Amendment
Total
Amended
Budget
Revenues 1,507,412$ 16,050$ 1,523,462$
Expenditures 13,011,148$ 14,798$ 13,025,946$
Total Revenues Over/(Under)
Expenditures (11,503,736)$ 1,252$ (11,502,484)$
Beginning Fund Balance 11,520,372$ 11,520,372$
ENDING FUND BALANCE 16,636$ 17,888$
FY 2018
Current Budget
Requested
Amendment
Total
Amended
Budget
Revenues 851,992$ 138,344$ 990,336$
Expenditures 25,548,437$ -$ 25,548,437$
Total Revenues Over/(Under)
Expenditures (24,696,445)$ 138,344$ (24,558,101)$
Beginning Fund Balance 25,067,864$ 25,067,864$
ENDING FUND BALANCE 371,419$ 509,763$
FY 2018
Current Budget
Requested
Amendment
Total
Amended
Budget
Revenues 4,615,214$ (3,688,483)$ 926,731$
Expenditures 5,415,749$ (3,688,483)$ 1,727,266$
Total Revenues Over/(Under)
Expenditures (800,535)$ -$ (800,535)$
Beginning Fund Balance 800,535$ 800,535$
ENDING FUND BALANCE 0$ 0$
FY 2018
Current Budget
Requested
Amendment
Total
Amended
Budget
Revenues 2,681,655$ (47,000)$ 2,634,655$
Expenditures 2,681,655$ (47,000)$ 2,634,655$
Total Revenues Over/(Under)
Expenditures 0$ -$ 0$
Beginning Fund Balance -$ -$
ENDING FUND BALANCE 0$ 0$
Capital Projects Funds Budget Summaries
CAPITAL PROJECTS FUND
GREENSPACE BOND FUND
CAPITAL GRANT FUND
IMPACT FEES FUND
CAPITAL PROJECTS FUND
The Capital Projects Fund is used to track revenues and expenditures associated with capital construction, acquisition, and
maintenance. Appropriations in Capital Projects Fund are on a project-length basis and do not expire until the project is
complete. According to the City’s budgetary policies, a major capital project generally is defined as an expenditure that
has an expected useful life of more than 3 years with an estimated total cost of $50,000 or more, or an
improvement/addition to an existing capital asset. (Refer to the following pages.)
Proposed Budget Amendments
Fiscal Year 2018
ACCOUNT # CURRENT
BUDGET
BUDGET
AMENDMENT
REVISED
BUDGET REASON FOR AMENDMENT
REVENUES BY SOURCE:
CHARGES FOR SERVICE
Traffic Calming 300-0000-3432102 - 24,100 24,100
Tree Recompense 300-0000-3439010 - 1,250 1,250
Landfill Use Fees 300-0000-3441500 130,000 (9,300) 120,700
TOTAL: CHARGES FOR SERVICE 16,050
TOTAL REVENUES $ 16,050
EXPENDITURES BY PROJECT:
Software (IT)300-1565-542401000 49,662 (32,600) 17,062
Decrease to move funds needed for the
purchase of PD laptops to the General
Fund
Infrastructure/Traffic Calming 300-4101-541400400 100,904 24,100 125,004 Increase to account for additional
revenues received
Asset Management Software 300-4101-542401000 34,800 (10,552) 24,248
Decrease to transfer cost of
maintenance contract to the General
Fund
Site Improvement/Tree Recompense 300-7410-541200001 141,332 1,250 142,582 Increase to account for additional
revenues received
Operating Transfer Out To General Fund 300-9000-611103000 272,636 32,600 305,236 Transfer out to the General Fund
TOTAL EXPENDITURES $ 14,798
Total Revenues Over/(Under) Expenditures 1,252$
CAPITAL PROJECTS FUND
Change in Revenue Recognition
GREENSPACE BOND FUND
This fund was set up to account for the bond proceeds and related purchases approved in the greenspace bond referendum and the
corresponding debt service. Budget amendments related property tax collections and investment income received have been requested.
Additionally, a clean-up of remaining budget balances under $1.00 are being requested to clear project-length line-items.
Proposed Budget Amendments
Fiscal Year 2018
ACCOUNT # CURRENT
BUDGET
BUDGET
AMENDMENT
REVISED
BUDGET REASON FOR AMENDMENT
REVENUES BY SOURCE:
TAXES
Real Property - Current Year 310-0000-3111000 731,992 (7,888) 724,104
Utility Tax - Current Year 310-0000-3111100 - 5,836 5,836
Personal Property - Current Year 310-0000-3113000 - 13,698 13,698
Motor Vehicle Tax 310-0000-3113100 - 6,698 6,698
TOTAL: TAXES 18,344
INVESTMENT INCOME
300-0000-3441500 120,000 120,000 240,000
TOTAL: INVESTMENT INCOME 120,000
TOTAL REVENUES $ 138,344
EXPENDITURES BY PROJECT:
Professional Fees 310-6110-521200000 46,402.00 (0.17) 46,402
Fiscal Agent's Fees 310-8000-583000000 (0.16) 0.16 -
Issuance Costs 310-8000-584000000 (0.01) 0.01 -
TOTAL EXPENDITURES $ -
Total Revenues Over/(Under) Expenditures 138,344$
GREENSPACE BOND FUND
Budget rounding clean-up
Change in revenue recognition
CAPITAL GRANT FUND
The Capital Grant Fund is considered to be a capital project fund that accounts for capital grants used to finance major capital projects. The
original budget associated with the GDOT HPP Funds grant accounted for all expenditures related to the Crabapple @ Birmingham project.
The following amendment is a request to reduce the revenue line and corresponding expenditure line by the amounts the City will not receive
in revenue and is not responsible for disbursing ($3,688,483).
Proposed Budget Amendments
Fiscal Year 2018
ACCOUNT # CURRENT
BUDGET
BUDGET
AMENDMENT
REVISED
BUDGET REASON FOR AMENDMENT
REVENUES BY SOURCE:
INTERGOVERNMENTAL
State Gov Grant/GDOT HPP Funds 340-0000-3341510 3,688,483 (3,688,483) -
TOTAL: INTERGOVERNMENTAL (3,688,483)
TOTAL REVENUES $ (3,688,483)
EXPENDITURES BY PROJECT:
Infrastructure/Crabapple @ B'Ham 340-4101-541400510 3,998,600 (3,688,483) 310,117
Decrease of budget associated
with GDOT HPP Funds grant/ 20%
match was paid for up-front rather
than through reimbursements
TOTAL EXPENDITURES $ (3,688,483)
Total Revenues Over/(Under) Expenditures -$
CAPITAL GRANT FUND
Change in revenue recognition
IMPACT FEES FUND
The Impact Fee Fund accounts for revenues and expenditures related to the City’s impact fee program as approved in October 2015.
Impact fees related to road projects are coming in lower than anticipated and a reduction in the revenue line and related expenditure line
for road projects is being requested in the amount of $47,000.
Proposed Budget Amendments
Fiscal Year 2018
ACCOUNT # CURRENT
BUDGET
BUDGET
AMENDMENT
REVISED
BUDGET REASON FOR AMENDMENT
REVENUES BY SOURCE:
CHARGES FOR SERVICES
Impact Fees/Road Fund 350-0000-3413214 167,000 (47,000) 120,000
TOTAL: CHARGES FOR SERVICES (47,000)
TOTAL REVENUES $ (47,000)
EXPENDITURES BY PROJECT:
Intersection/Freemanville @ Providence & B'Ham 350-4101-541401703 300,951 (47,000) 253,951 Decrease of budget due to
reduced revenue anticipation
TOTAL EXPENDITURES $ (47,000)
Total Revenues Over/(Under) Expenditures -$
IMPACT FEES FUND
Change in revenue recognition
To: Honorable Mayor and City Council Members
From: Bernadette Harvill, Finance Director
Date: Submitted on September 6, 2018 for the September 10, 2018 Regular
Council Meeting
Agenda Item: Draft Budget Book for Fiscal Year 2019
Overview and Financial Highlights:
Please find the draft edition of the proposed FY 2019 Budget Book enclosed. The City
will be submitting this year’s budget book to the Government Finance Officers
Association (GFOA) for consideration through the Distinguished Budget Presentation
Award Program. This program sets standards and guidelines which encourage and
assist state and local governments in preparing budget documents of the very highest
quality that reflect both the guidelines established by the National Advisory Council on
State and Local Budgeting and the GFOA’s best practices on budgeting.
It is our hope that this enhanced document will assist citizens in a better understanding
of Milton’s budget process, financial policies, and practices. Please note this is a draft
therefore page numbers and references to specific pages are not included.
2019
AnnualBudget
Improving transportation
reliability, connectivity
and congestion
Investing
in our
people
Making
technology
work for us
DRAFT
Table of Contents
Introduction and Overview
Message from the City Manager 0
Top 10 Budget Questions 0
Executive Summary 0
City Planning Process 0
City Location/Key Demographics 0
Elected Officials 0
City Organizational Chart 0
Staffing Summary & Department Detail 0
Financial Policies and Procedures
Fund Structure 00
Department–Fund Relationship 00
Financial Policies 00
Budget Process & Calendar 00
Consolidated Financial Summaries
Consolidated Budget Summary: 00
FY 2016–FY 2019
Consolidated Budget Summary by Fund: 00
FY 2019
Projected Changes in Fund Balance 00
General Fund
General Fund Budget Summary 00
Cash Flow Budget 00
Revenue Detail 00
Major Revenues – 10-Year History 00
Expenditures by Category 00
Expenditures by Department 00
Mayor and City Council 00
City Clerk 00
City Manager 00
Finance 00
Information Technology 00
Human Resources 00
Communications 00
Community Outreach & Engagement 00
Mission Statement
All members of
the City of Milton
take responsibility
together to
provide the
best quality of life
to those we serve.
Through excellent
services to our
neighbors, we
strengthen our
cherished sense
of community.
2
Vision Statement
Milton is a premier
city where we
strive to:
•Promote a high
quality of life
•Create a strong
sense of community
and place
•Respect our rural
heritage while
guiding our future
•Be the best place
to call home
Municipal Court 00
Police 00
Fire 00
Public Works 00
Parks & Recreation 00
Community Development 00
Economic Development 00
Other Unstaffed Departments 00
Maintenance & Operating Initiatives 00
Special Revenue Funds
Special Events Fund Budget Summary 00
Expenditures by Event 00
Confiscated Assets Fund Budget Summary 00
E-911 Fund Budget Summary 00
Hotel/Motel Tax Fund Budget Summary 00
Capital Projects Funds
TSPLOST Fund Program Summary 00
Capital Improvement Plan (CIP) 00
CIP FY2019–FY2025 Summary 00
CIP FY2019–FY2025 Funding Requests
by Department/Project – All Funding
Sources 00
CIP FY2019–FY2025 Funding Requests
by Department/Project – Operating
Transfers (Pay-As-You-Go) 00
Capital Initiatives Summary 00
Debt
Debt Issuance and Management
Glossary
3
Introduction
and Overview
September 6, 2018
Honorable Mayor, Members of City Council, and Citizens of Milton:
It is my pleasure to submit to you the Fiscal Year 2019 Proposed Operating and
Capital Budget. The City of Milton’s conservative budgeting policies were strictly
adhered to, and we are pleased to present this proposed plan which will
continue to deliver and improve upon the levels and types of services expected
by our citizens.
General Fund Proposed Budget
The total proposed General Fund budget is $29,242,935, an increase of
$1,096,394 or 3.8% over the prior year amended budget.1 The increase in
estimated revenues is largely driven by a forecasted increase in collection of
real property tax, local option sales tax (LOST), and occupation taxes. We
continue to recognize a downward trend in our revenues associated with
Licenses and Permits and Charges for Services. Of the $1,185,955 increase in
M&O expenses, $666,526 encompasses new initiatives. The remaining drivers of
expenses include a $66,634 investment in IT, a projected 10% increase in
healthcare costs, and a 3% market adjustment for all staff.
Of note is the $4,392,006 increase in Interfund Transfers Out. We are pleased to
report that we will replenish our fund balance in FY 2018; two years sooner than
required by law. Strategic decision-making including restructuring the seven-
year capital improvement program and delaying certain initiatives has resulted
in the anticipated addition of $4,508,567 to fund balance. The FY 2017 deficit
was a result of the decision to change the accounting principle for booking
property tax revenue to the beginning of the fiscal year as opposed to the end.
In effect, we went a year without current year property tax revenue,
approximately $10M, in order to put the City in a better position to manage the
budget going forward. This proposed FY 2019 budget includes a resumption of
our capital improvement program through a transfer out of $5,332,380 to the
Capital Projects Fund and $300,000 to the Capital Grant Fund.
______________________________________________
1 The FY 2018 amended budget reflects amendments pending approval of mayor and council.
Strategic Planning
As we continue to achieve the goals and objectives as outlined in the Milton
Strategic Plan 2016–2020, we will be focusing upon the following in FY 2019:
OBJECTIVE
Maximize available commercial capacity in appropriately defined areas
Our Economic Development department will be focusing on the strategic
development of the Deerfield/HWY 9 corridor so as to maximize its benefit to the
City. With a proven partner in economic research and subsequent marketing,
we will be focusing on responsibly transforming this corridor into an economic
generator for the City, its businesses, and its residents.
OBJECTIVE
Increase our capacity for active, passive and linear parks
Explore partnerships and relationships to meet the needs of the community
Acting upon our strategic plan and recent Council dialogue with the
community, we will be presenting several opportunities to increase our active,
passive, and linear park capacity through strategic partnerships. In addition to
creating capacity for our lacrosse programs through the cooperative
construction of a practice wall at Bell Memorial Park, we will be seeking to enter
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
Revenues 27,830,753$ 28,500,300$ 669,547$ 2.4
Transfers In 342,788 27,000 (315,788) (92.1)
Budgeted Fund Balance - 715,635 715,635 -
TOTAL REVNUES 28,173,541$ 29,242,935$ 1,069,394$ 3.8
Maintenance & Operating (M&O)22,424,600$ 23,610,555$ 1,185,955$ 5.3
Transfers Out 1,240,374 5,632,380 4,392,006 354.1
Additions To Fund Balance 4,508,567 - (4,508,567) (100.0)
TOTAL EXPENDITURES 28,173,541$ 29,242,935$ 1,069,394$ 3.8
*The FY 2018 Amended Budget reflects amendments pending approval of Mayor and Council.
into an agreement with Birmingham United Methodist Church to offer
immediate relief for our growing baseball program and seeking an additional
Intergovernmental Agreement (IGA) with Fulton County Schools for access to
their current rectangular practice field at Milton High School. These additions,
and the impending IGA with Fulton County Schools to expand our linear parks
into their property on Feemanville Road, will greatly increase capacity for our
active field users, our passive park enthusiasts and our equestrian community.
OBJECTIVE
Streamline Processes
Representing one of our primary objectives in FY 2019, the creation of an IT
system that “works for us” will be a resource-intensive project. Under the direct
supervision of an assistant city manager, we will be restructuring our systems to
streamline processes and inject efficiencies into our operations. An IT system that
“works for us” will automate the communication of data and make it accessible
to staff, Council, and ultimately our citizens so that we can improve strategy
execution and ultimately improve outcomes. In addition to an improved and
more reliable, secure network, we will be improving our GIS, geographic
information system, capabilities so that parcel-specific information including
building permits, land disturbance permits, tree removal permits, use permits,
variances, business licenses, and more will be available via our improved
website supported by a new content management system––making information
available at the click of a mouse. Furthermore, the anticipated introduction of
our electronic plan review software in our Community Development
department promises to improve lead-time and increase citizen satisfaction.
Maintain high morale among “Team Milton” by fostering professional and
rewarding careers
As another primary objective in FY 2019, we will be seeking to enhance job
satisfaction, engagement, and professional development. As the City of Milton
grows, so do the expectations of its government. Increased demands have led
to the need to reclassify a handful of positions that will enhance professional
development and ultimately improve service delivery. The most significant
impacts will be in our Communications, City Clerk, City Court, Public Works, and
Finance departments.
In addition, we are proposing additional modifications to last year’s “Step and
Grade System” that will alleviate remaining compression issues in Public Safety,
and we are focusing on attracting “career employees” by proposing a limited
retirement healthcare benefit.
OBJECTIVE
Safeguard historic landmarks, farms, woodlands, streams and open spaces
Address need for community greenspace
In addition to our strategic and ongoing acquisition of greenspace as part of
our $25 million greenspace bond referendum approved in 2016, staff will
continue our efforts to enhance our code to encourage large lot development
in a manner that is consistent with our heritage. FY 2019 will see the introduction
of our Unified Development Code incorporating these critical “rural by design”
elements, and the implementation of an updated tree canopy conservation
ordinance that will protect the very trees that help make Milton unique while not
unfairly burdening any segment of our property owners. The City will also
consider introducing a wildflower beautification program, designed to improve
the look-and-feel of Milton roundabouts while reducing mowing costs, and
promote sustainability through increased pollinator populations.
OBJECTIVE
Foster proactive and open communication
Building upon our successful strategic communications, we will be seeking the
addition of a Public Relations Specialist to our Communications department. The
level of engagement of our citizens demands a responsive, proactive
Communications department. Effective, timely communication is at the heart of
every successful organization and an informed community has a direct impact
on our overall citizen satisfaction levels. We will be utilizing this additional
resource to enhance the utility of our website, provide marketing support for our
many programs, and help keep our citizens abreast of issues and opportunities
within the city.
Financial Outlook
Several risks exist regarding future revenue collections. Of primary concern is our
real property tax digest. While we feel that we were reasonably able to quantify
the risk associated with current appeals, several unknowns remain including the
uncertified 2017 and 2018 tax digests and the pending CPI (consumer price
index) homestead exemption referendum scheduled for this November as a
result of the passage of HB 710 by the Georgia General Assembly. Taxes,
including real property, personal property, sales, and a handful of other
categories makes up roughly 94% of Milton’s FY 2019 revenues––a significantly
higher proportion than many North Fulton cities. Over the coming year, we will
be researching other potential revenue streams to reduce this percentage and
reduce our reliance on property taxes as prescribed by the City’s Revenue
Administration Policy.
Our LOST revenues represent approximately 32% of our total revenues (excluding
budgeted use of fund balance). There are two major risk factors associated with
this revenue source: macro-economic factors that influence personal
purchasing habits and/or possible unfavorable future LOST negotiations that
could have a significant effect on revenues.
It is also worth noting the significant positive impacts of the 2016 voter-approved
Fulton County Transportation Special Purpose Local Option Sales Tax (TSPLOST),
while acknowledging the nature of this temporary funding source. This 5-year
additional $0.75 sales tax has injected significant revenues that have allowed
the City of Milton to expedite numerous transportation projects. These projects
would not have been possible on this timeline given the pay-as-you-go system
we use for funding capital improvements. Continued transportation
improvements of this scale, beyond the initial 5-year referendum, will be
dependent upon a voter-approved extension of the 5-year TSPLOST tax and any
impacts to capital funding resulting from the unknown revenue impacts of the
pending homestead exemption referendum.
Overall, Milton’s history of conservative budgeting and tight fiscal policies
coupled with our outstanding stewardship of taxpayer dollars leaves us quite
financially healthy. We have one of the lowest expenditures per capita in North
Fulton, which is quite an accomplishment when considering our capped millage
rate, limited commercial footprint, and our “rural by design” community vision.
Our conservative fiscal policies have provided a solid foundation and the
continued adherence to these policies should produce the desired effect.
Acknowledgement
The development of this Proposed FY 2019 Budget is a significant undertaking by
each of the department heads and their staff. I sincerely appreciate the efforts
and contributions, and sometimes, sacrifices made by our department heads
and their staff to ensure the best possible outcomes for the City of Milton.
Special recognition is extended to the Finance Director, Bernadette Harvill, for
her leadership and dedication to the creation of a budget plan that is designed
not only to execute our City Council’s vision, but to educate and inform all.
Finally, I would like to thank Mayor Lockwood and our City Council for their
enduring support and insistence upon sound financial policy that helps keep the
City of Milton the best place to live, work, and play.
Respectfully submitted,
Steven Krokoff
City Manager
Top 10 Budget Questions
What is the
Milton millage rate?
The maintenance and operating (M&O)
millage rate for FY 2019 is 4.390. Milton’s
millage rate was capped at 4.731 in the
2006 state legislation passed creating the
City of Milton. FY 2019 is the first time
since the City’s incorporation that the
rate has been rolled back.
Why do I pay taxes
to Fulton County and
the City of Milton?
Fulton County provides
certain services that are not
provided by the City’s
Charter. (Insert brief definition
on charter.)
What does my Milton
tax portion cover?
As per the City’s enabling legislation
in 2006, Milton provides fire, police,
community development, public works,
parks and recreation services, and
municipal court services to its residents
using the millage rate noted in Question 1
above. In addition to these baseline city
services, the city must also budget for
any capital improvement projects
including infrastructure improvements
including sidewalks, road improvements
beyond routine pavement management,
and additional parks and facilities.
How much revenue comes from real
and personal property taxes?
In FY 2019 $11,860,815 is budgeted for real and personal property
taxes in the General Fund. This figure is based on the M&O millage
rate of 4.390 mills, and includes anticipated revenue from: current
year taxes, prior year taxes due as a result of final approved
assessments from Fulton County, delinquent taxes due and
penalties and interest on those delinquent taxes.
What does my
Fulton County tax
portion cover?
Your county tax portion
covers public education,
health department, health
inspectors, animal shelters,
jails, public libraries, etc.
What percentage of the operating budget is spent on public safety?
Public safety, which is made up of Police and Fire, comprise of 51% of the budgeted operating expenditures
in FY 2019 (this calculation does not account for any operating transfers out to other funds).
Does Milton have a financial
policy regarding how funds
are reported, invested and
audited?
The Milton Code of Ordinances outlines
the Financial Management Program in
Chapter 2 Article VI. This section includes
policies specific to the budget, fund
balance, investing, debt management,
purchasing, revenue administration and
more. Please see page XX for a more
in depth look at some of the City’s
financial policies.
What is a fund?
A fund is a fiscal and accounting entity with a self-balancing set of
accounts recording cash and other financial resources, together
with all related liabilities and residual equities or balances and
changes, which are segregated for the purpose of carrying on
specific activities or attaining certain objectives in accordance
with special regulations, restrictions, or limitations.
How many employees work for the
City of Milton and how does that breakdown
by department?
The City currently has 144 budgeted full-time employees and 28
budgeted part-time employees. For a complete listing of employees
by department and new position requests please refer to page XX
How much revenue comes from Local Option
Sales Tax?
In FY 2019 $9,100,000 is budgeted for Local Option Sales Tax
(LOST) collections.
Executive Summary General Fund Revenues (excluding interfund transfers)
KEY EXPENDITURE FACTS
• Salaries and Benefits make up the largest portion of the maintenance & operating budget
at $14,382,262 or 61% of expenditures excluding interfund transfers. This represents an increase
of 3.6% over the FY 2018 amended budget. This cost breaks down across functions as follows:
• The FY 2019 budget includes funding for an across-the-board market adjustment to salaries
of 3% for a total cost of $257,791. This adjustment is prorated by the number of months each
employee worked for the City during FY 2018 and is included in the figures displayed in the
chart above.
• A 10% increase related to an anticipated rise in healthcare costs and a 5% increase for
dental and vision are also accounted for in this year’s budget appropriations.
• Fire’s budget includes $360,903 for debt service payments owed to Fulton County for fire
station #43. This lease is scheduled to be paid in full as of October 2019. Additionally,
$852,436 is budgeted for debt service payments related to the revenue bond that funded
improvements to Bell Memorial Park. This bond has a fixed interest rate of 2.8% and is
scheduled to be paid off in November 2029.
• Operating expenditures, excluding personnel costs, total $7,114,660. This is approximately
$210,203 or 2.9% less than FY 2018. The most significant drivers of this decrease are related
to professional services:
• A decrease in anticipated election costs of $135,628;
• A decrease in fees associated with the one-time Economic Development Strategy &
Marketing Plan, which focused on the Deerfield corridor, of 65,000; and
• A decrease in Communications related to the FY 2018 costs associated with upgrading
the City’s website of $36,350.
• Transfers out of the General Fund include $5,332,380 to the Capital Projects Fund and
$300,000 to the Capital Grant Fund for projects funded through the City’s pay-as-you-go
funding program. Milton’s capital projects have historically been funded utilizing this strategy
in an effort to keep debt at a minimum.
General Fund Expenditures by Function (excluding interfund transfers)
General Fund Expenditures by Category (excluding interfund transfers)
MAINTENANCE & OPERATING (M&O) INITIATIVE HIGHLIGHTS
• In an effort to provide administrative aid to departments that have seen an increased
workload, 30% or $167,284 of this year’s M&O initiatives are related to added personnel.
This figure includes salaries and benefits for one full-time and four part-time positions.
The goal is to have flexible part-time staff available during the busier hours seen in Finance,
Municipal Court, Police, and Parks & Recreation, and to bring on a full-time Public Relations
Specialist in Communications to continue growing both Milton’s external and internal
strategic communications.
• Being a member of the North Fulton Regional Radio System Authority requires all radios to
be time-division multiple access (TDMA) compliant. As a result $139,674 or 21% of FY 2019’s
Maintenance & Operating initiatives is dedicated to the final phase of radio replacements
which will bring Milton into compliance with the authority’s technology requirements.
• Fostering rewarding and professional careers is one the objectives of Milton’s current strategic
plan. After analyzing current staff responsibilities, wages, and reviewing recent market study
results, 14% of FY 2019’s M&O initiatives aim to work towards this objective with a $94,353
investment in staff. In addition to salary changes, there is a new request to consider a retiree
healthcare plan that will incentivize retention and reward career employees who are eligible
to retire prior to being Medicare eligible.
Special Revenue Funds Overview
The City adopts annual budgets for each Special Revenue Fund that demonstrates any legally
restricted revenue sources. In FY 2019 $1.042 million in anticipated revenues are attributable to
the four Special Revenue Funds.
SPECIAL EVENTS FUND
Milton’s Special Events Fund is budgeted as a Special Revenue Fund for the purposes of tracking
revenues, expenditures, and fund balances associated with running the City’s year-long events
program. The main funding sources for this fund are a transfer in from the Hotel/Motel Tax Fund
($75,000 or 82%) and event sponsorships made by private entities ($17,000 or 18%). Revenues
are expected to decrease by $20,090 or 17.9% because a transfer was not budgeted from the
General Fund as in FY 2018. Expenditure appropriations within the fund span over 12 scheduled
event categories and one “other events” category which allows for the City’s involvement in
any unplanned events that may come up. Expenditures are planned to be fairly in-line with FY
2018’s amended budget with a slight decrease of $2,458 or 2.3%.
Special Events Expenditures by Event/Category
CONFISCATED ASSETS FUND
The Confiscated Assets Fund is utilized to account for the use of confiscated assets by the City’s
Police department. Both federal and state confiscated assets are maintained within this fund,
and guidelines issued by both jurisdictions must be adhered to at all times. Confiscated assets
are used for new endeavors and cannot supplant budgets appropriated in other funds. In FY
2019 the Police department plans on looking for opportunities to obtain new equipment and
search for new training opportunities for staff with the remaining fund balance.
E911 FUND:
The Emergency 911 Fund has been set up to account for monthly 911 charges to help fund the
cost of providing emergency 911 services to the community. Milton currently has an active
Intergovernmental Agreement (IGA) with the City of Alpharetta. Alpharetta runs the 911 center,
including emergency communication services, and in order to compensate Alpharetta for
these services Milton turns over 100% of its E911 collections to them. Revenues are anticipated
to increase by approximately $20,000 or 2.2%, and a corresponding increase to expenditures
for payments to Alpharetta has also been budgeted.
HOTEL/MOTEL TAX FUND
The Hotel/Motel Tax Fund accounts for the occupancy tax collected by the City from area
hotels and motels, and distributed based upon state statute. Milton currently collects this tax at
a rate of 3%. Beginning in FY 2018, 100% of the collections are now transferred to the Special
Events Fund to promote tourism to the City and foster community engagement. The anticipated
revenues and expenditures of this fund are expected to decrease by $4,000 or 5.1% based on
historical analysis.
Capital Projects Funds Overview
Annually, the City reviews its seven-year capital improvement program, and submits a formal
Capital Improvement Plan (CIP) as a part of the budget process. City code requires a five-year
plan, but staff has chosen to add the additional two years in order to allow adequate time for
planning and added flexibility. In FY 2019, five of the six budgeted capital projects funds are
incorporated into the seven-year Capital Improvement Plan and account for $3.437 million in
direct revenues (excluding interfund transfers in).
CAPITAL PROJECTS FUND (Primary)
The primary Capital Projects Fund is used to account for the capital expenditures made by the
City on long-term projects that are not required to be accounted for in a separate fund. Milton
has historically funded the majority of its capital projects through a pay-as-you-go strategy and
therefore the main revenue source for this fund is an interfund transfer in from the General Fund.
As mentioned earlier, the City had to scale back its funding of certain projects in FY 2018. FY
2019 marks the return to the original funding plan for these projects as well as the recapture of
those deferred expenditure amounts. In addition to the interfund transfer in, the Capital Projects
Fund has other smaller revenue sources which make up about 6% of its total revenues. These
sources include: infrastructure maintenance fees charged to solid waste haulers at a rate of
5% of the company’s gross receipts ($110,000), landfill use fees charged to any company’s
operating a landfill within the City limits ($150,000), and cell tower lease revenues ($79,404).
Revenues from cell tower lease payments have been directly tied to land conservation efforts
per the request of Mayor and Council.
GREENSPACE BOND FUND
The Greenspace Bond Fund is used to account for the proceeds of the General Obligation
Bonds, Series 2017, issued by the City and its related capital projects. In November 2016, voters
approved the referendum to issue $25 million in bonds to fund the acquisition of greenspace.
The repayment of the debt incurred is funded through a separate millage rate outside of the
M&O millage rate explained earlier. FY 2018’s bond millage rate was set for the payment of
interest only debt service obligations. FY 2019 includes debt service for both principal and
interest in the amount of $1,709,375. The millage rate set to collect tax revenues to make these
payments is 0.671 mills. Expenditures related to land acquisition occur once the Mayor and
Council approve a purchase, following research and recommendations made by the Milton
Greenspace Advisory Committee.
CAPITAL GRANT FUND
The Capital Grant Fund was set up to account for capital grant revenue and expenditures
made by the City. The majority of the projects are related to infrastructure improvement efforts
managed by the Public Works department. This fund is less active in FY2019 as most of the larger
infrastructure improvement projects have been completed. The only direct revenue source
budgeted this year is the Local Maintenance & Improvement Grant (LMIG) at $405,528 which
will be used to fund the FY 2019 pavement maintenance program. Additionally, $300,000 will
be transferred in from the General Fund to continue efforts towards the Big Creek Greenway
Trail Connection.
IMPACT FEES FUND
In October 2015 Milton began collecting impact fees on new development projects in order
to offset the costs associated with providing City services to those new developments and the
residents and businesses they bring to the City. This fund accounts for impact fees restricted
for the acquisition or construction of specific capital projects outlined in the City’s Capital
Improvements Element (CIE). Revenues are anticipated to come in at a similar rate to those
seen in FY 2018 at approximately $882,500 with $27,000 of the administrative fund revenues
being transferred out to the General Fund to cover salaries and professional fees associated
with running the impact fee program.
REVENUE BOND FUND
The Revenue Bond Fund has been set up to account for proceeds and expenditures related to
the issuance of revenue bonds for the purpose of funding projects quicker than is possible under
the pay-as-you-go strategy utilized by the City. In years past the revenues and expenditures
budgeted in this fund were tied to the improvements made at Bell Memorial Park. As that
project has come to a close, this fund will now account for the proceeds and expenditures
related to the completion of the Court/Fire/Police Complex on Georgia Highway 9, and the
replacement of fire station #42 on Thompson Road. Mayor and Council approved this funding
strategy in FY 2018, and as the timing of the project did not require the bonds to be issued yet,
the budget for those proceeds and corresponding expenditures will roll into FY 2019
(this explains why there are no new budget appropriations in FY 2019).
TSPLOST FUND
The TSPLOST Fund is used to account for the proceeds of the transportation local option sales
tax and the various improvement projects outlined in the program. This fund has purposely
been kept separate from the CIP as it has a specific revenue source, as approved by voters in
the November 2016 election, and includes a dedicated project list. The TSPLOST Fund is budgeted
to bring in approximately $6 million in revenues in FY 2019. For an overview of the five-year
program that began in April 2017, please see p.xx.
Conclusion
The Fiscal Year 2019 Budget illustrates the City’s dedication to providing the highest level
of services while maintaining sound fiscal policies. This budget is the product of much
collaboration and commitment by “Team Milton” with the goal of developing a plan that
addresses the major policy goals and priorities of the City Council and upholds our residents’
vision for their community, while protecting the financial health of the City now and into the
future. If while reviewing this document you have any questions, please do not hesitate to
contact us at info@cityofmiltonga.us.
The City of Milton’s Fiscal Year 2019 proposed budget is based on anticipated city-wide revenue
collections of $38.9 million. The city-wide budget is comprised of one general fund, four special
revenue funds and six capital projects funds.
General Fund
Special Revenue Funds
• Special Events Fund • E911 Fund
• Confiscated Assets Fund • Hotel/Motel Tax Fund
Capital Projects Funds
• Capital Projects Fund (Primary) • Capital Grant Fund
• Greenspace Bond Fund • Impact Fee Fund
• TSPLOST Fund • Revenue Bond Fund
General Fund Overview
The General Fund, the City’s main operating fund, is comprised of $28.5 million in projected
revenues or 73% of the city-wide total. This represents a $669,547 or 2.4% increase in operating
revenues as compared to the Fiscal Year 2018 amended budget. This growth is primarily a
result of anticipated revenue increases related to property taxes, sales and use taxes, and
occupation taxes.
KEY REVENUE FACTS
When forecasting revenues staff takes a number of things into consideration. Foremost on the list
is historical trends. With the City being as new as it is, this trend analysis currently begins with an
in-depth look at the past five year’s activity including current year projections. After that analysis,
staff compiles current information that may alter the trend (i.e. current tax digest information,
current indicators of pending changes in the economy, any outstanding receivables and the
timeliness of receivable collections, etc.). After those factors are considered revenues are
estimated and expenditure requests are considered based on those projections.
• The FY 2019 maintenance & operating (M&O) millage rate is 4.390 mills. This rate was rolled
back from the capped millage rate of 4.731 mills for the first time since the City’s incorporation.
• Property taxes for calendar year 2018 will go towards funding the FY 2019 budget. The decision
to change the timing in which property taxes would be recognized was a strategic financial
decision made by the City to aid in enhanced budgeting capabilities and even greater fiscal
responsibility.
• The budget was balanced with the use of $715,635 from fund balance for the purposes of
funding needed IT infrastructure improvements, and assisting in the recapture of pay-as-you-go
funding for vehicle replacements and improvements to Providence Park which were deferred
in FY 2018 due to the delayed 2017 tax digest and the City’s decision to change the timing in
which property taxes would be recognized.
• Local Option Sales Tax (LOST) is the City’s second largest revenue source after property taxes.
This revenue source is economically driven and staff takes this into account when forecasting
anticipations each year.
• As anticipated collections for several revenue categories are showing a decrease, City staff is
working to identify new revenue opportunities in order to lessen the reliance upon property
taxes.
FY 2018
Amended
Budget*
FY 2019
Pr oposed
Budget
$
Va r i ance
%
Va r i ance
R EVENUES
Taxes 26,042,747$ 26,945,500$ 902,753$ 3.5
Licenses & Perm i t s 579,147 533,250 (45,897) (7.9)
Int ergo v ernm ent al Rev enues 18,244 9,000 (9,244) (50.7)
C harges fo r Serv ices 557,256 505,800 (51,456) (9.2)
Fines & Forfeit ures 375,000 350,000 (25,000) (6.7)
Inv est m ent Incom e 123,400 76,000 (47,400) (38.4)
C ont ri but io ns & Donat io ns 19,297 - (19,297) (100.0)
Miscellaneo us Rev enue 84,802 70,750 (14,052) (16.6)
Pro ceeds From Sale Of Asset s 30,860 10,000 (20,860) (67.6)
T OT AL REVEN UES 27,830,753$ 28,500,300$ 669,547$ 2.4
*The FY 2018 Amended Budget refl ect s amendment s pendi ng approv al of Mayor and Council.
General Fund Revenues (excluding interfund transfers)
KEY EXPENDITURE FACTS
• Salaries and Benefits make up the largest portion of the maintenance & operating budget
at $14,382,262 or 61% of expenditures excluding interfund transfers. This represents an increase
of 3.6% over the FY 2018 amended budget. This cost breaks down across functions as follows:
• The FY 2019 budget includes funding for an across-the-board market adjustment to salaries
of 3% for a total cost of $257,791. This adjustment is prorated by the number of months each
employee worked for the City during FY 2018 and is included in the figures displayed in the
chart above.
• A 10% increase related to an anticipated rise in healthcare costs and a 5% increase for
dental and vision are also accounted for in this year’s budget appropriations.
• Fire’s budget includes $360,903 for debt service payments owed to Fulton County for fire
station #43. This lease is scheduled to be paid in full as of October 2019. Additionally,
$852,436 is budgeted for debt service payments related to the revenue bond that funded
improvements to Bell Memorial Park. This bond has a fixed interest rate of 2.8% and is
scheduled to be paid off in November 2029.
• Operating expenditures, excluding personnel costs, total $7,114,660. This is approximately
$210,203 or 2.9% less than FY 2018. The most significant drivers of this decrease are related
to professional services:
• A decrease in anticipated election costs of $135,628;
• A decrease in fees associated with the one-time Economic Development Strategy &
Marketing Plan, which focused on the Deerfield corridor, of 65,000; and
• A decrease in Communications related to the FY 2018 costs associated with upgrading
the City’s website of $36,350.
• Transfers out of the General Fund include $5,332,380 to the Capital Projects Fund and
$300,000 to the Capital Grant Fund for projects funded through the City’s pay-as-you-go
funding program. Milton’s capital projects have historically been funded utilizing this strategy
in an effort to keep debt at a minimum.
General Fund Expenditures by Function (excluding interfund transfers)
General Fund Expenditures by Category (excluding interfund transfers)
MAINTENANCE & OPERATING (M&O) INITIATIVE HIGHLIGHTS
• In an effort to provide administrative aid to departments that have seen an increased
workload, 30% or $167,284 of this year’s M&O initiatives are related to added personnel.
This figure includes salaries and benefits for one full-time and four part-time positions.
The goal is to have flexible part-time staff available during the busier hours seen in Finance,
Municipal Court, Police, and Parks & Recreation, and to bring on a full-time Public Relations
Specialist in Communications to continue growing both Milton’s external and internal
strategic communications.
• Being a member of the North Fulton Regional Radio System Authority requires all radios to
be time-division multiple access (TDMA) compliant. As a result $139,674 or 21% of FY 2019’s
Maintenance & Operating initiatives is dedicated to the final phase of radio replacements
which will bring Milton into compliance with the authority’s technology requirements.
• Fostering rewarding and professional careers is one the objectives of Milton’s current strategic
plan. After analyzing current staff responsibilities, wages, and reviewing recent market study
results, 14% of FY 2019’s M&O initiatives aim to work towards this objective with a $94,353
investment in staff. In addition to salary changes, there is a new request to consider a retiree
healthcare plan that will incentivize retention and reward career employees who are eligible
to retire prior to being Medicare eligible.
Special Revenue Funds Overview
The City adopts annual budgets for each Special Revenue Fund that demonstrates any legally
restricted revenue sources. In FY 2019 $1.042 million in anticipated revenues are attributable to
the four Special Revenue Funds.
SPECIAL EVENTS FUND
Milton’s Special Events Fund is budgeted as a Special Revenue Fund for the purposes of tracking
revenues, expenditures, and fund balances associated with running the City’s year-long events
program. The main funding sources for this fund are a transfer in from the Hotel/Motel Tax Fund
($75,000 or 82%) and event sponsorships made by private entities ($17,000 or 18%). Revenues
are expected to decrease by $20,090 or 17.9% because a transfer was not budgeted from the
General Fund as in FY 2018. Expenditure appropriations within the fund span over 12 scheduled
event categories and one “other events” category which allows for the City’s involvement in
any unplanned events that may come up. Expenditures are planned to be fairly in-line with FY
2018’s amended budget with a slight decrease of $2,458 or 2.3%.
Special Events Expenditures by Event/Category
CONFISCATED ASSETS FUND
The Confiscated Assets Fund is utilized to account for the use of confiscated assets by the City’s
Police department. Both federal and state confiscated assets are maintained within this fund,
and guidelines issued by both jurisdictions must be adhered to at all times. Confiscated assets
are used for new endeavors and cannot supplant budgets appropriated in other funds. In FY
2019 the Police department plans on looking for opportunities to obtain new equipment and
search for new training opportunities for staff with the remaining fund balance.
E911 FUND:
The Emergency 911 Fund has been set up to account for monthly 911 charges to help fund the
cost of providing emergency 911 services to the community. Milton currently has an active
Intergovernmental Agreement (IGA) with the City of Alpharetta. Alpharetta runs the 911 center,
including emergency communication services, and in order to compensate Alpharetta for
these services Milton turns over 100% of its E911 collections to them. Revenues are anticipated
to increase by approximately $20,000 or 2.2%, and a corresponding increase to expenditures
for payments to Alpharetta has also been budgeted.
HOTEL/MOTEL TAX FUND
The Hotel/Motel Tax Fund accounts for the occupancy tax collected by the City from area
hotels and motels, and distributed based upon state statute. Milton currently collects this tax at
a rate of 3%. Beginning in FY 2018, 100% of the collections are now transferred to the Special
Events Fund to promote tourism to the City and foster community engagement. The anticipated
revenues and expenditures of this fund are expected to decrease by $4,000 or 5.1% based on
historical analysis.
Capital Projects Funds Overview
Annually, the City reviews its seven-year capital improvement program, and submits a formal
Capital Improvement Plan (CIP) as a part of the budget process. City code requires a five-year
plan, but staff has chosen to add the additional two years in order to allow adequate time for
planning and added flexibility. In FY 2019, five of the six budgeted capital projects funds are
incorporated into the seven-year Capital Improvement Plan and account for $3.437 million in
direct revenues (excluding interfund transfers in).
CAPITAL PROJECTS FUND (Primary)
The primary Capital Projects Fund is used to account for the capital expenditures made by the
City on long-term projects that are not required to be accounted for in a separate fund. Milton
has historically funded the majority of its capital projects through a pay-as-you-go strategy and
therefore the main revenue source for this fund is an interfund transfer in from the General Fund.
As mentioned earlier, the City had to scale back its funding of certain projects in FY 2018. FY
2019 marks the return to the original funding plan for these projects as well as the recapture of
those deferred expenditure amounts. In addition to the interfund transfer in, the Capital Projects
Fund has other smaller revenue sources which make up about 6% of its total revenues. These
sources include: infrastructure maintenance fees charged to solid waste haulers at a rate of
5% of the company’s gross receipts ($110,000), landfill use fees charged to any company’s
operating a landfill within the City limits ($150,000), and cell tower lease revenues ($79,404).
Revenues from cell tower lease payments have been directly tied to land conservation efforts
per the request of Mayor and Council.
GREENSPACE BOND FUND
The Greenspace Bond Fund is used to account for the proceeds of the General Obligation
Bonds, Series 2017, issued by the City and its related capital projects. In November 2016, voters
approved the referendum to issue $25 million in bonds to fund the acquisition of greenspace.
The repayment of the debt incurred is funded through a separate millage rate outside of the
M&O millage rate explained earlier. FY 2018’s bond millage rate was set for the payment of
interest only debt service obligations. FY 2019 includes debt service for both principal and
interest in the amount of $1,709,375. The millage rate set to collect tax revenues to make these
payments is 0.671 mills. Expenditures related to land acquisition occur once the Mayor and
Council approve a purchase, following research and recommendations made by the Milton
Greenspace Advisory Committee.
CAPITAL GRANT FUND
The Capital Grant Fund was set up to account for capital grant revenue and expenditures
made by the City. The majority of the projects are related to infrastructure improvement efforts
managed by the Public Works department. This fund is less active in FY2019 as most of the larger
infrastructure improvement projects have been completed. The only direct revenue source
budgeted this year is the Local Maintenance & Improvement Grant (LMIG) at $405,528 which
will be used to fund the FY 2019 pavement maintenance program. Additionally, $300,000 will
be transferred in from the General Fund to continue efforts towards the Big Creek Greenway
Trail Connection.
IMPACT FEES FUND
In October 2015 Milton began collecting impact fees on new development projects in order
to offset the costs associated with providing City services to those new developments and the
residents and businesses they bring to the City. This fund accounts for impact fees restricted
for the acquisition or construction of specific capital projects outlined in the City’s Capital
Improvements Element (CIE). Revenues are anticipated to come in at a similar rate to those
seen in FY 2018 at approximately $882,500 with $27,000 of the administrative fund revenues
being transferred out to the General Fund to cover salaries and professional fees associated
with running the impact fee program.
REVENUE BOND FUND
The Revenue Bond Fund has been set up to account for proceeds and expenditures related to
the issuance of revenue bonds for the purpose of funding projects quicker than is possible under
the pay-as-you-go strategy utilized by the City. In years past the revenues and expenditures
budgeted in this fund were tied to the improvements made at Bell Memorial Park. As that
project has come to a close, this fund will now account for the proceeds and expenditures
related to the completion of the Court/Fire/Police Complex on Georgia Highway 9, and the
replacement of fire station #42 on Thompson Road. Mayor and Council approved this funding
strategy in FY 2018, and as the timing of the project did not require the bonds to be issued yet,
the budget for those proceeds and corresponding expenditures will roll into FY 2019
(this explains why there are no new budget appropriations in FY 2019).
TSPLOST FUND
The TSPLOST Fund is used to account for the proceeds of the transportation local option sales
tax and the various improvement projects outlined in the program. This fund has purposely
been kept separate from the CIP as it has a specific revenue source, as approved by voters in
the November 2016 election, and includes a dedicated project list. The TSPLOST Fund is budgeted
to bring in approximately $6 million in revenues in FY 2019. For an overview of the five-year
program that began in April 2017, please see p.xx.
Conclusion
The Fiscal Year 2019 Budget illustrates the City’s dedication to providing the highest level
of services while maintaining sound fiscal policies. This budget is the product of much
collaboration and commitment by “Team Milton” with the goal of developing a plan that
addresses the major policy goals and priorities of the City Council and upholds our residents’
vision for their community, while protecting the financial health of the City now and into the
future. If while reviewing this document you have any questions, please do not hesitate to
contact us at info@cityofmiltonga.us.
The City of Milton’s Fiscal Year 2019 proposed budget is based on anticipated city-wide revenue
collections of $38.9 million. The city-wide budget is comprised of one general fund, four special
revenue funds and six capital projects funds.
General Fund
Special Revenue Funds
• Special Events Fund • E911 Fund
• Confiscated Assets Fund • Hotel/Motel Tax Fund
Capital Projects Funds
• Capital Projects Fund (Primary) • Capital Grant Fund
• Greenspace Bond Fund • Impact Fee Fund
• TSPLOST Fund • Revenue Bond Fund
General Fund Overview
The General Fund, the City’s main operating fund, is comprised of $28.5 million in projected
revenues or 73% of the city-wide total. This represents a $669,547 or 2.4% increase in operating
revenues as compared to the Fiscal Year 2018 amended budget. This growth is primarily a
result of anticipated revenue increases related to property taxes, sales and use taxes, and
occupation taxes.
KEY REVENUE FACTS
When forecasting revenues staff takes a number of things into consideration. Foremost on the list
is historical trends. With the City being as new as it is, this trend analysis currently begins with an
in-depth look at the past five year’s activity including current year projections. After that analysis,
staff compiles current information that may alter the trend (i.e. current tax digest information,
current indicators of pending changes in the economy, any outstanding receivables and the
timeliness of receivable collections, etc.). After those factors are considered revenues are
estimated and expenditure requests are considered based on those projections.
• The FY 2019 maintenance & operating (M&O) millage rate is 4.390 mills. This rate was rolled
back from the capped millage rate of 4.731 mills for the first time since the City’s incorporation.
• Property taxes for calendar year 2018 will go towards funding the FY 2019 budget. The decision
to change the timing in which property taxes would be recognized was a strategic financial
decision made by the City to aid in enhanced budgeting capabilities and even greater fiscal
responsibility.
• The budget was balanced with the use of $715,635 from fund balance for the purposes of
funding needed IT infrastructure improvements, and assisting in the recapture of pay-as-you-go
funding for vehicle replacements and improvements to Providence Park which were deferred
in FY 2018 due to the delayed 2017 tax digest and the City’s decision to change the timing in
which property taxes would be recognized.
• Local Option Sales Tax (LOST) is the City’s second largest revenue source after property taxes.
This revenue source is economically driven and staff takes this into account when forecasting
anticipations each year.
• As anticipated collections for several revenue categories are showing a decrease, City staff is
working to identify new revenue opportunities in order to lessen the reliance upon property
taxes.
FY 2018
A mended
Budget*
FY 2019
Pr oposed
Budget
$
Va r i ance
%
Va r i ance
EXPENDI T URES
General Go v ernem nt 4,116,574$ 4,096,782$ (19,792)$ (0.5)
Judici al 423,698 429,975 6,277 1.5
Public Safet y 11,675,293 12,010,951 335,658 2.9
Public W ork s 2,559,403 2,552,555 (6,848) (0.3)
Cult ure & Recreat io n 1,399,682 1,364,148 (35,534) (2.5)
Housing & Dev el o pm ent 1,397,814 1,403,414 5,600 0.4
Debt Serv ice 852,136 852,436 300 0.0
Cont ingency - 233,768 233,768 -
M&O Init iat iv es - 666,526 666,526 -
T OT AL EXPENDIT URES 22,424,600$ 23,610,555$ 1,185,955$ 5.3
General Fund Revenues (excluding interfund transfers)
KEY EXPENDITURE FACTS
• Salaries and Benefits make up the largest portion of the maintenance & operating budget
at $14,382,262 or 61% of expenditures excluding interfund transfers. This represents an increase
of 3.6% over the FY 2018 amended budget. This cost breaks down across functions as follows:
• The FY 2019 budget includes funding for an across-the-board market adjustment to salaries
of 3% for a total cost of $257,791. This adjustment is prorated by the number of months each
employee worked for the City during FY 2018 and is included in the figures displayed in the
chart above.
• A 10% increase related to an anticipated rise in healthcare costs and a 5% increase for
dental and vision are also accounted for in this year’s budget appropriations.
• Fire’s budget includes $360,903 for debt service payments owed to Fulton County for fire
station #43. This lease is scheduled to be paid in full as of October 2019. Additionally,
$852,436 is budgeted for debt service payments related to the revenue bond that funded
improvements to Bell Memorial Park. This bond has a fixed interest rate of 2.8% and is
scheduled to be paid off in November 2029.
• Operating expenditures, excluding personnel costs, total $7,114,660. This is approximately
$210,203 or 2.9% less than FY 2018. The most significant drivers of this decrease are related
to professional services:
• A decrease in anticipated election costs of $135,628;
• A decrease in fees associated with the one-time Economic Development Strategy &
Marketing Plan, which focused on the Deerfield corridor, of 65,000; and
• A decrease in Communications related to the FY 2018 costs associated with upgrading
the City’s website of $36,350.
• Transfers out of the General Fund include $5,332,380 to the Capital Projects Fund and
$300,000 to the Capital Grant Fund for projects funded through the City’s pay-as-you-go
funding program. Milton’s capital projects have historically been funded utilizing this strategy
in an effort to keep debt at a minimum.
General Fund Expenditures by Function (excluding interfund transfers)
General Fund Expenditures by Category (excluding interfund transfers)
MAINTENANCE & OPERATING (M&O) INITIATIVE HIGHLIGHTS
• In an effort to provide administrative aid to departments that have seen an increased
workload, 30% or $167,284 of this year’s M&O initiatives are related to added personnel.
This figure includes salaries and benefits for one full-time and four part-time positions.
The goal is to have flexible part-time staff available during the busier hours seen in Finance,
Municipal Court, Police, and Parks & Recreation, and to bring on a full-time Public Relations
Specialist in Communications to continue growing both Milton’s external and internal
strategic communications.
• Being a member of the North Fulton Regional Radio System Authority requires all radios to
be time-division multiple access (TDMA) compliant. As a result $139,674 or 21% of FY 2019’s
Maintenance & Operating initiatives is dedicated to the final phase of radio replacements
which will bring Milton into compliance with the authority’s technology requirements.
• Fostering rewarding and professional careers is one the objectives of Milton’s current strategic
plan. After analyzing current staff responsibilities, wages, and reviewing recent market study
results, 14% of FY 2019’s M&O initiatives aim to work towards this objective with a $94,353
investment in staff. In addition to salary changes, there is a new request to consider a retiree
healthcare plan that will incentivize retention and reward career employees who are eligible
to retire prior to being Medicare eligible.
Special Revenue Funds Overview
The City adopts annual budgets for each Special Revenue Fund that demonstrates any legally
restricted revenue sources. In FY 2019 $1.042 million in anticipated revenues are attributable to
the four Special Revenue Funds.
SPECIAL EVENTS FUND
Milton’s Special Events Fund is budgeted as a Special Revenue Fund for the purposes of tracking
revenues, expenditures, and fund balances associated with running the City’s year-long events
program. The main funding sources for this fund are a transfer in from the Hotel/Motel Tax Fund
($75,000 or 82%) and event sponsorships made by private entities ($17,000 or 18%). Revenues
are expected to decrease by $20,090 or 17.9% because a transfer was not budgeted from the
General Fund as in FY 2018. Expenditure appropriations within the fund span over 12 scheduled
event categories and one “other events” category which allows for the City’s involvement in
any unplanned events that may come up. Expenditures are planned to be fairly in-line with FY
2018’s amended budget with a slight decrease of $2,458 or 2.3%.
Special Events Expenditures by Event/Category
CONFISCATED ASSETS FUND
The Confiscated Assets Fund is utilized to account for the use of confiscated assets by the City’s
Police department. Both federal and state confiscated assets are maintained within this fund,
and guidelines issued by both jurisdictions must be adhered to at all times. Confiscated assets
are used for new endeavors and cannot supplant budgets appropriated in other funds. In FY
2019 the Police department plans on looking for opportunities to obtain new equipment and
search for new training opportunities for staff with the remaining fund balance.
E911 FUND:
The Emergency 911 Fund has been set up to account for monthly 911 charges to help fund the
cost of providing emergency 911 services to the community. Milton currently has an active
Intergovernmental Agreement (IGA) with the City of Alpharetta. Alpharetta runs the 911 center,
including emergency communication services, and in order to compensate Alpharetta for
these services Milton turns over 100% of its E911 collections to them. Revenues are anticipated
to increase by approximately $20,000 or 2.2%, and a corresponding increase to expenditures
for payments to Alpharetta has also been budgeted.
HOTEL/MOTEL TAX FUND
The Hotel/Motel Tax Fund accounts for the occupancy tax collected by the City from area
hotels and motels, and distributed based upon state statute. Milton currently collects this tax at
a rate of 3%. Beginning in FY 2018, 100% of the collections are now transferred to the Special
Events Fund to promote tourism to the City and foster community engagement. The anticipated
revenues and expenditures of this fund are expected to decrease by $4,000 or 5.1% based on
historical analysis.
Capital Projects Funds Overview
Annually, the City reviews its seven-year capital improvement program, and submits a formal
Capital Improvement Plan (CIP) as a part of the budget process. City code requires a five-year
plan, but staff has chosen to add the additional two years in order to allow adequate time for
planning and added flexibility. In FY 2019, five of the six budgeted capital projects funds are
incorporated into the seven-year Capital Improvement Plan and account for $3.437 million in
direct revenues (excluding interfund transfers in).
CAPITAL PROJECTS FUND (Primary)
The primary Capital Projects Fund is used to account for the capital expenditures made by the
City on long-term projects that are not required to be accounted for in a separate fund. Milton
has historically funded the majority of its capital projects through a pay-as-you-go strategy and
therefore the main revenue source for this fund is an interfund transfer in from the General Fund.
As mentioned earlier, the City had to scale back its funding of certain projects in FY 2018. FY
2019 marks the return to the original funding plan for these projects as well as the recapture of
those deferred expenditure amounts. In addition to the interfund transfer in, the Capital Projects
Fund has other smaller revenue sources which make up about 6% of its total revenues. These
sources include: infrastructure maintenance fees charged to solid waste haulers at a rate of
5% of the company’s gross receipts ($110,000), landfill use fees charged to any company’s
operating a landfill within the City limits ($150,000), and cell tower lease revenues ($79,404).
Revenues from cell tower lease payments have been directly tied to land conservation efforts
per the request of Mayor and Council.
GREENSPACE BOND FUND
The Greenspace Bond Fund is used to account for the proceeds of the General Obligation
Bonds, Series 2017, issued by the City and its related capital projects. In November 2016, voters
approved the referendum to issue $25 million in bonds to fund the acquisition of greenspace.
The repayment of the debt incurred is funded through a separate millage rate outside of the
M&O millage rate explained earlier. FY 2018’s bond millage rate was set for the payment of
interest only debt service obligations. FY 2019 includes debt service for both principal and
interest in the amount of $1,709,375. The millage rate set to collect tax revenues to make these
payments is 0.671 mills. Expenditures related to land acquisition occur once the Mayor and
Council approve a purchase, following research and recommendations made by the Milton
Greenspace Advisory Committee.
CAPITAL GRANT FUND
The Capital Grant Fund was set up to account for capital grant revenue and expenditures
made by the City. The majority of the projects are related to infrastructure improvement efforts
managed by the Public Works department. This fund is less active in FY2019 as most of the larger
infrastructure improvement projects have been completed. The only direct revenue source
budgeted this year is the Local Maintenance & Improvement Grant (LMIG) at $405,528 which
will be used to fund the FY 2019 pavement maintenance program. Additionally, $300,000 will
be transferred in from the General Fund to continue efforts towards the Big Creek Greenway
Trail Connection.
IMPACT FEES FUND
In October 2015 Milton began collecting impact fees on new development projects in order
to offset the costs associated with providing City services to those new developments and the
residents and businesses they bring to the City. This fund accounts for impact fees restricted
for the acquisition or construction of specific capital projects outlined in the City’s Capital
Improvements Element (CIE). Revenues are anticipated to come in at a similar rate to those
seen in FY 2018 at approximately $882,500 with $27,000 of the administrative fund revenues
being transferred out to the General Fund to cover salaries and professional fees associated
with running the impact fee program.
REVENUE BOND FUND
The Revenue Bond Fund has been set up to account for proceeds and expenditures related to
the issuance of revenue bonds for the purpose of funding projects quicker than is possible under
the pay-as-you-go strategy utilized by the City. In years past the revenues and expenditures
budgeted in this fund were tied to the improvements made at Bell Memorial Park. As that
project has come to a close, this fund will now account for the proceeds and expenditures
related to the completion of the Court/Fire/Police Complex on Georgia Highway 9, and the
replacement of fire station #42 on Thompson Road. Mayor and Council approved this funding
strategy in FY 2018, and as the timing of the project did not require the bonds to be issued yet,
the budget for those proceeds and corresponding expenditures will roll into FY 2019
(this explains why there are no new budget appropriations in FY 2019).
TSPLOST FUND
The TSPLOST Fund is used to account for the proceeds of the transportation local option sales
tax and the various improvement projects outlined in the program. This fund has purposely
been kept separate from the CIP as it has a specific revenue source, as approved by voters in
the November 2016 election, and includes a dedicated project list. The TSPLOST Fund is budgeted
to bring in approximately $6 million in revenues in FY 2019. For an overview of the five-year
program that began in April 2017, please see p.xx.
Conclusion
The Fiscal Year 2019 Budget illustrates the City’s dedication to providing the highest level
of services while maintaining sound fiscal policies. This budget is the product of much
collaboration and commitment by “Team Milton” with the goal of developing a plan that
addresses the major policy goals and priorities of the City Council and upholds our residents’
vision for their community, while protecting the financial health of the City now and into the
future. If while reviewing this document you have any questions, please do not hesitate to
contact us at info@cityofmiltonga.us.
The City of Milton’s Fiscal Year 2019 proposed budget is based on anticipated city-wide revenue
collections of $38.9 million. The city-wide budget is comprised of one general fund, four special
revenue funds and six capital projects funds.
General Fund
Special Revenue Funds
• Special Events Fund • E911 Fund
• Confiscated Assets Fund • Hotel/Motel Tax Fund
Capital Projects Funds
• Capital Projects Fund (Primary) • Capital Grant Fund
• Greenspace Bond Fund • Impact Fee Fund
• TSPLOST Fund • Revenue Bond Fund
General Fund Overview
The General Fund, the City’s main operating fund, is comprised of $28.5 million in projected
revenues or 73% of the city-wide total. This represents a $669,547 or 2.4% increase in operating
revenues as compared to the Fiscal Year 2018 amended budget. This growth is primarily a
result of anticipated revenue increases related to property taxes, sales and use taxes, and
occupation taxes.
KEY REVENUE FACTS
When forecasting revenues staff takes a number of things into consideration. Foremost on the list
is historical trends. With the City being as new as it is, this trend analysis currently begins with an
in-depth look at the past five year’s activity including current year projections. After that analysis,
staff compiles current information that may alter the trend (i.e. current tax digest information,
current indicators of pending changes in the economy, any outstanding receivables and the
timeliness of receivable collections, etc.). After those factors are considered revenues are
estimated and expenditure requests are considered based on those projections.
• The FY 2019 maintenance & operating (M&O) millage rate is 4.390 mills. This rate was rolled
back from the capped millage rate of 4.731 mills for the first time since the City’s incorporation.
• Property taxes for calendar year 2018 will go towards funding the FY 2019 budget. The decision
to change the timing in which property taxes would be recognized was a strategic financial
decision made by the City to aid in enhanced budgeting capabilities and even greater fiscal
responsibility.
• The budget was balanced with the use of $715,635 from fund balance for the purposes of
funding needed IT infrastructure improvements, and assisting in the recapture of pay-as-you-go
funding for vehicle replacements and improvements to Providence Park which were deferred
in FY 2018 due to the delayed 2017 tax digest and the City’s decision to change the timing in
which property taxes would be recognized.
• Local Option Sales Tax (LOST) is the City’s second largest revenue source after property taxes.
This revenue source is economically driven and staff takes this into account when forecasting
anticipations each year.
• As anticipated collections for several revenue categories are showing a decrease, City staff is
working to identify new revenue opportunities in order to lessen the reliance upon property
taxes.
FY 2018
A mended
Budget*
FY 2019
Pr op osed
B udget
$
Va r iance
%
Var iance
PERSONAL SERVICES & EMPLOYEE B ENEFIT S
Salaries 10,035,554$ 10,349,442$ 313,888$ 3.1
Em plo yee Benefit s 3,850,434 4,032,820 182,386 4.7
T OT A L PER SONAL SERVICES &
EMPLOYEE B EN EFIT S 13,885,988$ 14,382,262$ 496,274$ 3.6
MAIN T ENANCE & OPER A T I ON S
Pro fessi onal Serv i ces 1,526,033$ 1,189,352$ (336,681)$ (22.1)
Pro pert y Serv ices 844,693 855,469 10,776 1.3
Ot her Purchased Serv ices 3,390,850 3,543,173 152,323 4.5
Supplies 438,873 423,330 (15,543) (3.5)
Ut ilit i es 638,059 612,810 (25,249) (4.0)
Fuel 176,343 171,516 (4,827) (2.7)
Capit al Out lay 292,012 291,910 (102) (0.0)
Ot her C ost s 18,000 27,100 9,100 50.6
T OTAL MA INT ENANCE &
OPERA T I ONS 7,324,863$ 7,114,660$ (210,203)$ (2.9)
DEB T SER VICE
Bo nd (Bell Mem o rial Park)852,136$ 852,436$ 300$ 0.0
Capit al Lease (Fi re Apparat us)361,613 360,903 (710) (0.2)
T OT A L DEB T SER VICE 1,213,749$ 1,213,339$ (410)$ (0.0)
OT HER COST S
C ont ingency -$ 233,768$ 233,768$ -
T OT AL OT HER COST S -$ 233,768$ 233,768$ -
T OT AL EXPENDIT UR ES 22,424,600$ 22,944,029$ 519,429$ 2.3
General Fund Revenues (excluding interfund transfers)
KEY EXPENDITURE FACTS
• Salaries and Benefits make up the largest portion of the maintenance & operating budget
at $14,382,262 or 61% of expenditures excluding interfund transfers. This represents an increase
of 3.6% over the FY 2018 amended budget. This cost breaks down across functions as follows:
• The FY 2019 budget includes funding for an across-the-board market adjustment to salaries
of 3% for a total cost of $257,791. This adjustment is prorated by the number of months each
employee worked for the City during FY 2018 and is included in the figures displayed in the
chart above.
• A 10% increase related to an anticipated rise in healthcare costs and a 5% increase for
dental and vision are also accounted for in this year’s budget appropriations.
• Fire’s budget includes $360,903 for debt service payments owed to Fulton County for fire
station #43. This lease is scheduled to be paid in full as of October 2019. Additionally,
$852,436 is budgeted for debt service payments related to the revenue bond that funded
improvements to Bell Memorial Park. This bond has a fixed interest rate of 2.8% and is
scheduled to be paid off in November 2029.
• Operating expenditures, excluding personnel costs, total $7,114,660. This is approximately
$210,203 or 2.9% less than FY 2018. The most significant drivers of this decrease are related
to professional services:
• A decrease in anticipated election costs of $135,628;
• A decrease in fees associated with the one-time Economic Development Strategy &
Marketing Plan, which focused on the Deerfield corridor, of 65,000; and
• A decrease in Communications related to the FY 2018 costs associated with upgrading
the City’s website of $36,350.
• Transfers out of the General Fund include $5,332,380 to the Capital Projects Fund and
$300,000 to the Capital Grant Fund for projects funded through the City’s pay-as-you-go
funding program. Milton’s capital projects have historically been funded utilizing this strategy
in an effort to keep debt at a minimum.
General Fund Expenditures by Function (excluding interfund transfers)
General Fund Expenditures by Category (excluding interfund transfers)
MAINTENANCE & OPERATING (M&O) INITIATIVE HIGHLIGHTS
• In an effort to provide administrative aid to departments that have seen an increased
workload, 30% or $167,284 of this year’s M&O initiatives are related to added personnel.
This figure includes salaries and benefits for one full-time and four part-time positions.
The goal is to have flexible part-time staff available during the busier hours seen in Finance,
Municipal Court, Police, and Parks & Recreation, and to bring on a full-time Public Relations
Specialist in Communications to continue growing both Milton’s external and internal
strategic communications.
• Being a member of the North Fulton Regional Radio System Authority requires all radios to
be time-division multiple access (TDMA) compliant. As a result $139,674 or 21% of FY 2019’s
Maintenance & Operating initiatives is dedicated to the final phase of radio replacements
which will bring Milton into compliance with the authority’s technology requirements.
• Fostering rewarding and professional careers is one the objectives of Milton’s current strategic
plan. After analyzing current staff responsibilities, wages, and reviewing recent market study
results, 14% of FY 2019’s M&O initiatives aim to work towards this objective with a $94,353
investment in staff. In addition to salary changes, there is a new request to consider a retiree
healthcare plan that will incentivize retention and reward career employees who are eligible
to retire prior to being Medicare eligible.
Special Revenue Funds Overview
The City adopts annual budgets for each Special Revenue Fund that demonstrates any legally
restricted revenue sources. In FY 2019 $1.042 million in anticipated revenues are attributable to
the four Special Revenue Funds.
SPECIAL EVENTS FUND
Milton’s Special Events Fund is budgeted as a Special Revenue Fund for the purposes of tracking
revenues, expenditures, and fund balances associated with running the City’s year-long events
program. The main funding sources for this fund are a transfer in from the Hotel/Motel Tax Fund
($75,000 or 82%) and event sponsorships made by private entities ($17,000 or 18%). Revenues
are expected to decrease by $20,090 or 17.9% because a transfer was not budgeted from the
General Fund as in FY 2018. Expenditure appropriations within the fund span over 12 scheduled
event categories and one “other events” category which allows for the City’s involvement in
any unplanned events that may come up. Expenditures are planned to be fairly in-line with FY
2018’s amended budget with a slight decrease of $2,458 or 2.3%.
Special Events Expenditures by Event/Category
CONFISCATED ASSETS FUND
The Confiscated Assets Fund is utilized to account for the use of confiscated assets by the City’s
Police department. Both federal and state confiscated assets are maintained within this fund,
and guidelines issued by both jurisdictions must be adhered to at all times. Confiscated assets
are used for new endeavors and cannot supplant budgets appropriated in other funds. In FY
2019 the Police department plans on looking for opportunities to obtain new equipment and
search for new training opportunities for staff with the remaining fund balance.
E911 FUND:
The Emergency 911 Fund has been set up to account for monthly 911 charges to help fund the
cost of providing emergency 911 services to the community. Milton currently has an active
Intergovernmental Agreement (IGA) with the City of Alpharetta. Alpharetta runs the 911 center,
including emergency communication services, and in order to compensate Alpharetta for
these services Milton turns over 100% of its E911 collections to them. Revenues are anticipated
to increase by approximately $20,000 or 2.2%, and a corresponding increase to expenditures
for payments to Alpharetta has also been budgeted.
HOTEL/MOTEL TAX FUND
The Hotel/Motel Tax Fund accounts for the occupancy tax collected by the City from area
hotels and motels, and distributed based upon state statute. Milton currently collects this tax at
a rate of 3%. Beginning in FY 2018, 100% of the collections are now transferred to the Special
Events Fund to promote tourism to the City and foster community engagement. The anticipated
revenues and expenditures of this fund are expected to decrease by $4,000 or 5.1% based on
historical analysis.
Capital Projects Funds Overview
Annually, the City reviews its seven-year capital improvement program, and submits a formal
Capital Improvement Plan (CIP) as a part of the budget process. City code requires a five-year
plan, but staff has chosen to add the additional two years in order to allow adequate time for
planning and added flexibility. In FY 2019, five of the six budgeted capital projects funds are
incorporated into the seven-year Capital Improvement Plan and account for $3.437 million in
direct revenues (excluding interfund transfers in).
CAPITAL PROJECTS FUND (Primary)
The primary Capital Projects Fund is used to account for the capital expenditures made by the
City on long-term projects that are not required to be accounted for in a separate fund. Milton
has historically funded the majority of its capital projects through a pay-as-you-go strategy and
therefore the main revenue source for this fund is an interfund transfer in from the General Fund.
As mentioned earlier, the City had to scale back its funding of certain projects in FY 2018. FY
2019 marks the return to the original funding plan for these projects as well as the recapture of
those deferred expenditure amounts. In addition to the interfund transfer in, the Capital Projects
Fund has other smaller revenue sources which make up about 6% of its total revenues. These
sources include: infrastructure maintenance fees charged to solid waste haulers at a rate of
5% of the company’s gross receipts ($110,000), landfill use fees charged to any company’s
operating a landfill within the City limits ($150,000), and cell tower lease revenues ($79,404).
Revenues from cell tower lease payments have been directly tied to land conservation efforts
per the request of Mayor and Council.
GREENSPACE BOND FUND
The Greenspace Bond Fund is used to account for the proceeds of the General Obligation
Bonds, Series 2017, issued by the City and its related capital projects. In November 2016, voters
approved the referendum to issue $25 million in bonds to fund the acquisition of greenspace.
The repayment of the debt incurred is funded through a separate millage rate outside of the
M&O millage rate explained earlier. FY 2018’s bond millage rate was set for the payment of
interest only debt service obligations. FY 2019 includes debt service for both principal and
interest in the amount of $1,709,375. The millage rate set to collect tax revenues to make these
payments is 0.671 mills. Expenditures related to land acquisition occur once the Mayor and
Council approve a purchase, following research and recommendations made by the Milton
Greenspace Advisory Committee.
CAPITAL GRANT FUND
The Capital Grant Fund was set up to account for capital grant revenue and expenditures
made by the City. The majority of the projects are related to infrastructure improvement efforts
managed by the Public Works department. This fund is less active in FY2019 as most of the larger
infrastructure improvement projects have been completed. The only direct revenue source
budgeted this year is the Local Maintenance & Improvement Grant (LMIG) at $405,528 which
will be used to fund the FY 2019 pavement maintenance program. Additionally, $300,000 will
be transferred in from the General Fund to continue efforts towards the Big Creek Greenway
Trail Connection.
IMPACT FEES FUND
In October 2015 Milton began collecting impact fees on new development projects in order
to offset the costs associated with providing City services to those new developments and the
residents and businesses they bring to the City. This fund accounts for impact fees restricted
for the acquisition or construction of specific capital projects outlined in the City’s Capital
Improvements Element (CIE). Revenues are anticipated to come in at a similar rate to those
seen in FY 2018 at approximately $882,500 with $27,000 of the administrative fund revenues
being transferred out to the General Fund to cover salaries and professional fees associated
with running the impact fee program.
REVENUE BOND FUND
The Revenue Bond Fund has been set up to account for proceeds and expenditures related to
the issuance of revenue bonds for the purpose of funding projects quicker than is possible under
the pay-as-you-go strategy utilized by the City. In years past the revenues and expenditures
budgeted in this fund were tied to the improvements made at Bell Memorial Park. As that
project has come to a close, this fund will now account for the proceeds and expenditures
related to the completion of the Court/Fire/Police Complex on Georgia Highway 9, and the
replacement of fire station #42 on Thompson Road. Mayor and Council approved this funding
strategy in FY 2018, and as the timing of the project did not require the bonds to be issued yet,
the budget for those proceeds and corresponding expenditures will roll into FY 2019
(this explains why there are no new budget appropriations in FY 2019).
TSPLOST FUND
The TSPLOST Fund is used to account for the proceeds of the transportation local option sales
tax and the various improvement projects outlined in the program. This fund has purposely
been kept separate from the CIP as it has a specific revenue source, as approved by voters in
the November 2016 election, and includes a dedicated project list. The TSPLOST Fund is budgeted
to bring in approximately $6 million in revenues in FY 2019. For an overview of the five-year
program that began in April 2017, please see p.xx.
Conclusion
The Fiscal Year 2019 Budget illustrates the City’s dedication to providing the highest level
of services while maintaining sound fiscal policies. This budget is the product of much
collaboration and commitment by “Team Milton” with the goal of developing a plan that
addresses the major policy goals and priorities of the City Council and upholds our residents’
vision for their community, while protecting the financial health of the City now and into the
future. If while reviewing this document you have any questions, please do not hesitate to
contact us at info@cityofmiltonga.us.
The City of Milton’s Fiscal Year 2019 proposed budget is based on anticipated city-wide revenue
collections of $38.9 million. The city-wide budget is comprised of one general fund, four special
revenue funds and six capital projects funds.
General Fund
Special Revenue Funds
• Special Events Fund • E911 Fund
• Confiscated Assets Fund • Hotel/Motel Tax Fund
Capital Projects Funds
• Capital Projects Fund (Primary) • Capital Grant Fund
• Greenspace Bond Fund • Impact Fee Fund
• TSPLOST Fund • Revenue Bond Fund
General Fund Overview
The General Fund, the City’s main operating fund, is comprised of $28.5 million in projected
revenues or 73% of the city-wide total. This represents a $669,547 or 2.4% increase in operating
revenues as compared to the Fiscal Year 2018 amended budget. This growth is primarily a
result of anticipated revenue increases related to property taxes, sales and use taxes, and
occupation taxes.
KEY REVENUE FACTS
When forecasting revenues staff takes a number of things into consideration. Foremost on the list
is historical trends. With the City being as new as it is, this trend analysis currently begins with an
in-depth look at the past five year’s activity including current year projections. After that analysis,
staff compiles current information that may alter the trend (i.e. current tax digest information,
current indicators of pending changes in the economy, any outstanding receivables and the
timeliness of receivable collections, etc.). After those factors are considered revenues are
estimated and expenditure requests are considered based on those projections.
• The FY 2019 maintenance & operating (M&O) millage rate is 4.390 mills. This rate was rolled
back from the capped millage rate of 4.731 mills for the first time since the City’s incorporation.
• Property taxes for calendar year 2018 will go towards funding the FY 2019 budget. The decision
to change the timing in which property taxes would be recognized was a strategic financial
decision made by the City to aid in enhanced budgeting capabilities and even greater fiscal
responsibility.
• The budget was balanced with the use of $715,635 from fund balance for the purposes of
funding needed IT infrastructure improvements, and assisting in the recapture of pay-as-you-go
funding for vehicle replacements and improvements to Providence Park which were deferred
in FY 2018 due to the delayed 2017 tax digest and the City’s decision to change the timing in
which property taxes would be recognized.
• Local Option Sales Tax (LOST) is the City’s second largest revenue source after property taxes.
This revenue source is economically driven and staff takes this into account when forecasting
anticipations each year.
• As anticipated collections for several revenue categories are showing a decrease, City staff is
working to identify new revenue opportunities in order to lessen the reliance upon property
taxes.
General Fund Revenues (excluding interfund transfers)
KEY EXPENDITURE FACTS
• Salaries and Benefits make up the largest portion of the maintenance & operating budget
at $14,382,262 or 61% of expenditures excluding interfund transfers. This represents an increase
of 3.6% over the FY 2018 amended budget. This cost breaks down across functions as follows:
• The FY 2019 budget includes funding for an across-the-board market adjustment to salaries
of 3% for a total cost of $257,791. This adjustment is prorated by the number of months each
employee worked for the City during FY 2018 and is included in the figures displayed in the
chart above.
• A 10% increase related to an anticipated rise in healthcare costs and a 5% increase for
dental and vision are also accounted for in this year’s budget appropriations.
• Fire’s budget includes $360,903 for debt service payments owed to Fulton County for fire
station #43. This lease is scheduled to be paid in full as of October 2019. Additionally,
$852,436 is budgeted for debt service payments related to the revenue bond that funded
improvements to Bell Memorial Park. This bond has a fixed interest rate of 2.8% and is
scheduled to be paid off in November 2029.
• Operating expenditures, excluding personnel costs, total $7,114,660. This is approximately
$210,203 or 2.9% less than FY 2018. The most significant drivers of this decrease are related
to professional services:
• A decrease in anticipated election costs of $135,628;
• A decrease in fees associated with the one-time Economic Development Strategy &
Marketing Plan, which focused on the Deerfield corridor, of 65,000; and
• A decrease in Communications related to the FY 2018 costs associated with upgrading
the City’s website of $36,350.
• Transfers out of the General Fund include $5,332,380 to the Capital Projects Fund and
$300,000 to the Capital Grant Fund for projects funded through the City’s pay-as-you-go
funding program. Milton’s capital projects have historically been funded utilizing this strategy
in an effort to keep debt at a minimum.
General Fund Expenditures by Function (excluding interfund transfers)
General Fund Expenditures by Category (excluding interfund transfers)
MAINTENANCE & OPERATING (M&O) INITIATIVE HIGHLIGHTS
• In an effort to provide administrative aid to departments that have seen an increased
workload, 30% or $167,284 of this year’s M&O initiatives are related to added personnel.
This figure includes salaries and benefits for one full-time and four part-time positions.
The goal is to have flexible part-time staff available during the busier hours seen in Finance,
Municipal Court, Police, and Parks & Recreation, and to bring on a full-time Public Relations
Specialist in Communications to continue growing both Milton’s external and internal
strategic communications.
• Being a member of the North Fulton Regional Radio System Authority requires all radios to
be time-division multiple access (TDMA) compliant. As a result $139,674 or 21% of FY 2019’s
Maintenance & Operating initiatives is dedicated to the final phase of radio replacements
which will bring Milton into compliance with the authority’s technology requirements.
• Fostering rewarding and professional careers is one the objectives of Milton’s current strategic
plan. After analyzing current staff responsibilities, wages, and reviewing recent market study
results, 14% of FY 2019’s M&O initiatives aim to work towards this objective with a $94,353
investment in staff. In addition to salary changes, there is a new request to consider a retiree
healthcare plan that will incentivize retention and reward career employees who are eligible
to retire prior to being Medicare eligible.
Special Revenue Funds Overview
The City adopts annual budgets for each Special Revenue Fund that demonstrates any legally
restricted revenue sources. In FY 2019 $1.042 million in anticipated revenues are attributable to
the four Special Revenue Funds.
SPECIAL EVENTS FUND
Milton’s Special Events Fund is budgeted as a Special Revenue Fund for the purposes of tracking
revenues, expenditures, and fund balances associated with running the City’s year-long events
program. The main funding sources for this fund are a transfer in from the Hotel/Motel Tax Fund
($75,000 or 82%) and event sponsorships made by private entities ($17,000 or 18%). Revenues
are expected to decrease by $20,090 or 17.9% because a transfer was not budgeted from the
General Fund as in FY 2018. Expenditure appropriations within the fund span over 12 scheduled
event categories and one “other events” category which allows for the City’s involvement in
any unplanned events that may come up. Expenditures are planned to be fairly in-line with FY
2018’s amended budget with a slight decrease of $2,458 or 2.3%.
Special Events Expenditures by Event/Category
CONFISCATED ASSETS FUND
The Confiscated Assets Fund is utilized to account for the use of confiscated assets by the City’s
Police department. Both federal and state confiscated assets are maintained within this fund,
and guidelines issued by both jurisdictions must be adhered to at all times. Confiscated assets
are used for new endeavors and cannot supplant budgets appropriated in other funds. In FY
2019 the Police department plans on looking for opportunities to obtain new equipment and
search for new training opportunities for staff with the remaining fund balance.
E911 FUND:
The Emergency 911 Fund has been set up to account for monthly 911 charges to help fund the
cost of providing emergency 911 services to the community. Milton currently has an active
Intergovernmental Agreement (IGA) with the City of Alpharetta. Alpharetta runs the 911 center,
including emergency communication services, and in order to compensate Alpharetta for
these services Milton turns over 100% of its E911 collections to them. Revenues are anticipated
to increase by approximately $20,000 or 2.2%, and a corresponding increase to expenditures
for payments to Alpharetta has also been budgeted.
HOTEL/MOTEL TAX FUND
The Hotel/Motel Tax Fund accounts for the occupancy tax collected by the City from area
hotels and motels, and distributed based upon state statute. Milton currently collects this tax at
a rate of 3%. Beginning in FY 2018, 100% of the collections are now transferred to the Special
Events Fund to promote tourism to the City and foster community engagement. The anticipated
revenues and expenditures of this fund are expected to decrease by $4,000 or 5.1% based on
historical analysis.
Capital Projects Funds Overview
Annually, the City reviews its seven-year capital improvement program, and submits a formal
Capital Improvement Plan (CIP) as a part of the budget process. City code requires a five-year
plan, but staff has chosen to add the additional two years in order to allow adequate time for
planning and added flexibility. In FY 2019, five of the six budgeted capital projects funds are
incorporated into the seven-year Capital Improvement Plan and account for $3.437 million in
direct revenues (excluding interfund transfers in).
CAPITAL PROJECTS FUND (Primary)
The primary Capital Projects Fund is used to account for the capital expenditures made by the
City on long-term projects that are not required to be accounted for in a separate fund. Milton
has historically funded the majority of its capital projects through a pay-as-you-go strategy and
therefore the main revenue source for this fund is an interfund transfer in from the General Fund.
As mentioned earlier, the City had to scale back its funding of certain projects in FY 2018. FY
2019 marks the return to the original funding plan for these projects as well as the recapture of
those deferred expenditure amounts. In addition to the interfund transfer in, the Capital Projects
Fund has other smaller revenue sources which make up about 6% of its total revenues. These
sources include: infrastructure maintenance fees charged to solid waste haulers at a rate of
5% of the company’s gross receipts ($110,000), landfill use fees charged to any company’s
operating a landfill within the City limits ($150,000), and cell tower lease revenues ($79,404).
Revenues from cell tower lease payments have been directly tied to land conservation efforts
per the request of Mayor and Council.
GREENSPACE BOND FUND
The Greenspace Bond Fund is used to account for the proceeds of the General Obligation
Bonds, Series 2017, issued by the City and its related capital projects. In November 2016, voters
approved the referendum to issue $25 million in bonds to fund the acquisition of greenspace.
The repayment of the debt incurred is funded through a separate millage rate outside of the
M&O millage rate explained earlier. FY 2018’s bond millage rate was set for the payment of
interest only debt service obligations. FY 2019 includes debt service for both principal and
interest in the amount of $1,709,375. The millage rate set to collect tax revenues to make these
payments is 0.671 mills. Expenditures related to land acquisition occur once the Mayor and
Council approve a purchase, following research and recommendations made by the Milton
Greenspace Advisory Committee.
CAPITAL GRANT FUND
The Capital Grant Fund was set up to account for capital grant revenue and expenditures
made by the City. The majority of the projects are related to infrastructure improvement efforts
managed by the Public Works department. This fund is less active in FY2019 as most of the larger
infrastructure improvement projects have been completed. The only direct revenue source
budgeted this year is the Local Maintenance & Improvement Grant (LMIG) at $405,528 which
will be used to fund the FY 2019 pavement maintenance program. Additionally, $300,000 will
be transferred in from the General Fund to continue efforts towards the Big Creek Greenway
Trail Connection.
IMPACT FEES FUND
In October 2015 Milton began collecting impact fees on new development projects in order
to offset the costs associated with providing City services to those new developments and the
residents and businesses they bring to the City. This fund accounts for impact fees restricted
for the acquisition or construction of specific capital projects outlined in the City’s Capital
Improvements Element (CIE). Revenues are anticipated to come in at a similar rate to those
seen in FY 2018 at approximately $882,500 with $27,000 of the administrative fund revenues
being transferred out to the General Fund to cover salaries and professional fees associated
with running the impact fee program.
REVENUE BOND FUND
The Revenue Bond Fund has been set up to account for proceeds and expenditures related to
the issuance of revenue bonds for the purpose of funding projects quicker than is possible under
the pay-as-you-go strategy utilized by the City. In years past the revenues and expenditures
budgeted in this fund were tied to the improvements made at Bell Memorial Park. As that
project has come to a close, this fund will now account for the proceeds and expenditures
related to the completion of the Court/Fire/Police Complex on Georgia Highway 9, and the
replacement of fire station #42 on Thompson Road. Mayor and Council approved this funding
strategy in FY 2018, and as the timing of the project did not require the bonds to be issued yet,
the budget for those proceeds and corresponding expenditures will roll into FY 2019
(this explains why there are no new budget appropriations in FY 2019).
TSPLOST FUND
The TSPLOST Fund is used to account for the proceeds of the transportation local option sales
tax and the various improvement projects outlined in the program. This fund has purposely
been kept separate from the CIP as it has a specific revenue source, as approved by voters in
the November 2016 election, and includes a dedicated project list. The TSPLOST Fund is budgeted
to bring in approximately $6 million in revenues in FY 2019. For an overview of the five-year
program that began in April 2017, please see p.xx.
Conclusion
The Fiscal Year 2019 Budget illustrates the City’s dedication to providing the highest level
of services while maintaining sound fiscal policies. This budget is the product of much
collaboration and commitment by “Team Milton” with the goal of developing a plan that
addresses the major policy goals and priorities of the City Council and upholds our residents’
vision for their community, while protecting the financial health of the City now and into the
future. If while reviewing this document you have any questions, please do not hesitate to
contact us at info@cityofmiltonga.us.
The City of Milton’s Fiscal Year 2019 proposed budget is based on anticipated city-wide revenue
collections of $38.9 million. The city-wide budget is comprised of one general fund, four special
revenue funds and six capital projects funds.
General Fund
Special Revenue Funds
• Special Events Fund • E911 Fund
• Confiscated Assets Fund • Hotel/Motel Tax Fund
Capital Projects Funds
• Capital Projects Fund (Primary) • Capital Grant Fund
• Greenspace Bond Fund • Impact Fee Fund
• TSPLOST Fund • Revenue Bond Fund
General Fund Overview
The General Fund, the City’s main operating fund, is comprised of $28.5 million in projected
revenues or 73% of the city-wide total. This represents a $669,547 or 2.4% increase in operating
revenues as compared to the Fiscal Year 2018 amended budget. This growth is primarily a
result of anticipated revenue increases related to property taxes, sales and use taxes, and
occupation taxes.
KEY REVENUE FACTS
When forecasting revenues staff takes a number of things into consideration. Foremost on the list
is historical trends. With the City being as new as it is, this trend analysis currently begins with an
in-depth look at the past five year’s activity including current year projections. After that analysis,
staff compiles current information that may alter the trend (i.e. current tax digest information,
current indicators of pending changes in the economy, any outstanding receivables and the
timeliness of receivable collections, etc.). After those factors are considered revenues are
estimated and expenditure requests are considered based on those projections.
• The FY 2019 maintenance & operating (M&O) millage rate is 4.390 mills. This rate was rolled
back from the capped millage rate of 4.731 mills for the first time since the City’s incorporation.
• Property taxes for calendar year 2018 will go towards funding the FY 2019 budget. The decision
to change the timing in which property taxes would be recognized was a strategic financial
decision made by the City to aid in enhanced budgeting capabilities and even greater fiscal
responsibility.
• The budget was balanced with the use of $715,635 from fund balance for the purposes of
funding needed IT infrastructure improvements, and assisting in the recapture of pay-as-you-go
funding for vehicle replacements and improvements to Providence Park which were deferred
in FY 2018 due to the delayed 2017 tax digest and the City’s decision to change the timing in
which property taxes would be recognized.
• Local Option Sales Tax (LOST) is the City’s second largest revenue source after property taxes.
This revenue source is economically driven and staff takes this into account when forecasting
anticipations each year.
• As anticipated collections for several revenue categories are showing a decrease, City staff is
working to identify new revenue opportunities in order to lessen the reliance upon property
taxes.
General Fund Revenues (excluding interfund transfers)
KEY EXPENDITURE FACTS
• Salaries and Benefits make up the largest portion of the maintenance & operating budget
at $14,382,262 or 61% of expenditures excluding interfund transfers. This represents an increase
of 3.6% over the FY 2018 amended budget. This cost breaks down across functions as follows:
• The FY 2019 budget includes funding for an across-the-board market adjustment to salaries
of 3% for a total cost of $257,791. This adjustment is prorated by the number of months each
employee worked for the City during FY 2018 and is included in the figures displayed in the
chart above.
• A 10% increase related to an anticipated rise in healthcare costs and a 5% increase for
dental and vision are also accounted for in this year’s budget appropriations.
• Fire’s budget includes $360,903 for debt service payments owed to Fulton County for fire
station #43. This lease is scheduled to be paid in full as of October 2019. Additionally,
$852,436 is budgeted for debt service payments related to the revenue bond that funded
improvements to Bell Memorial Park. This bond has a fixed interest rate of 2.8% and is
scheduled to be paid off in November 2029.
• Operating expenditures, excluding personnel costs, total $7,114,660. This is approximately
$210,203 or 2.9% less than FY 2018. The most significant drivers of this decrease are related
to professional services:
• A decrease in anticipated election costs of $135,628;
• A decrease in fees associated with the one-time Economic Development Strategy &
Marketing Plan, which focused on the Deerfield corridor, of 65,000; and
• A decrease in Communications related to the FY 2018 costs associated with upgrading
the City’s website of $36,350.
• Transfers out of the General Fund include $5,332,380 to the Capital Projects Fund and
$300,000 to the Capital Grant Fund for projects funded through the City’s pay-as-you-go
funding program. Milton’s capital projects have historically been funded utilizing this strategy
in an effort to keep debt at a minimum.
General Fund Expenditures by Function (excluding interfund transfers)
General Fund Expenditures by Category (excluding interfund transfers)
MAINTENANCE & OPERATING (M&O) INITIATIVE HIGHLIGHTS
• In an effort to provide administrative aid to departments that have seen an increased
workload, 30% or $167,284 of this year’s M&O initiatives are related to added personnel.
This figure includes salaries and benefits for one full-time and four part-time positions.
The goal is to have flexible part-time staff available during the busier hours seen in Finance,
Municipal Court, Police, and Parks & Recreation, and to bring on a full-time Public Relations
Specialist in Communications to continue growing both Milton’s external and internal
strategic communications.
• Being a member of the North Fulton Regional Radio System Authority requires all radios to
be time-division multiple access (TDMA) compliant. As a result $139,674 or 21% of FY 2019’s
Maintenance & Operating initiatives is dedicated to the final phase of radio replacements
which will bring Milton into compliance with the authority’s technology requirements.
• Fostering rewarding and professional careers is one the objectives of Milton’s current strategic
plan. After analyzing current staff responsibilities, wages, and reviewing recent market study
results, 14% of FY 2019’s M&O initiatives aim to work towards this objective with a $94,353
investment in staff. In addition to salary changes, there is a new request to consider a retiree
healthcare plan that will incentivize retention and reward career employees who are eligible
to retire prior to being Medicare eligible.
Special Revenue Funds Overview
The City adopts annual budgets for each Special Revenue Fund that demonstrates any legally
restricted revenue sources. In FY 2019 $1.042 million in anticipated revenues are attributable to
the four Special Revenue Funds.
SPECIAL EVENTS FUND
Milton’s Special Events Fund is budgeted as a Special Revenue Fund for the purposes of tracking
revenues, expenditures, and fund balances associated with running the City’s year-long events
program. The main funding sources for this fund are a transfer in from the Hotel/Motel Tax Fund
($75,000 or 82%) and event sponsorships made by private entities ($17,000 or 18%). Revenues
are expected to decrease by $20,090 or 17.9% because a transfer was not budgeted from the
General Fund as in FY 2018. Expenditure appropriations within the fund span over 12 scheduled
event categories and one “other events” category which allows for the City’s involvement in
any unplanned events that may come up. Expenditures are planned to be fairly in-line with FY
2018’s amended budget with a slight decrease of $2,458 or 2.3%.
Special Events Expenditures by Event/Category
CONFISCATED ASSETS FUND
The Confiscated Assets Fund is utilized to account for the use of confiscated assets by the City’s
Police department. Both federal and state confiscated assets are maintained within this fund,
and guidelines issued by both jurisdictions must be adhered to at all times. Confiscated assets
are used for new endeavors and cannot supplant budgets appropriated in other funds. In FY
2019 the Police department plans on looking for opportunities to obtain new equipment and
search for new training opportunities for staff with the remaining fund balance.
E911 FUND:
The Emergency 911 Fund has been set up to account for monthly 911 charges to help fund the
cost of providing emergency 911 services to the community. Milton currently has an active
Intergovernmental Agreement (IGA) with the City of Alpharetta. Alpharetta runs the 911 center,
including emergency communication services, and in order to compensate Alpharetta for
these services Milton turns over 100% of its E911 collections to them. Revenues are anticipated
to increase by approximately $20,000 or 2.2%, and a corresponding increase to expenditures
for payments to Alpharetta has also been budgeted.
HOTEL/MOTEL TAX FUND
The Hotel/Motel Tax Fund accounts for the occupancy tax collected by the City from area
hotels and motels, and distributed based upon state statute. Milton currently collects this tax at
a rate of 3%. Beginning in FY 2018, 100% of the collections are now transferred to the Special
Events Fund to promote tourism to the City and foster community engagement. The anticipated
revenues and expenditures of this fund are expected to decrease by $4,000 or 5.1% based on
historical analysis.
Capital Projects Funds Overview
Annually, the City reviews its seven-year capital improvement program, and submits a formal
Capital Improvement Plan (CIP) as a part of the budget process. City code requires a five-year
plan, but staff has chosen to add the additional two years in order to allow adequate time for
planning and added flexibility. In FY 2019, five of the six budgeted capital projects funds are
incorporated into the seven-year Capital Improvement Plan and account for $3.437 million in
direct revenues (excluding interfund transfers in).
CAPITAL PROJECTS FUND (Primary)
The primary Capital Projects Fund is used to account for the capital expenditures made by the
City on long-term projects that are not required to be accounted for in a separate fund. Milton
has historically funded the majority of its capital projects through a pay-as-you-go strategy and
therefore the main revenue source for this fund is an interfund transfer in from the General Fund.
As mentioned earlier, the City had to scale back its funding of certain projects in FY 2018. FY
2019 marks the return to the original funding plan for these projects as well as the recapture of
those deferred expenditure amounts. In addition to the interfund transfer in, the Capital Projects
Fund has other smaller revenue sources which make up about 6% of its total revenues. These
sources include: infrastructure maintenance fees charged to solid waste haulers at a rate of
5% of the company’s gross receipts ($110,000), landfill use fees charged to any company’s
operating a landfill within the City limits ($150,000), and cell tower lease revenues ($79,404).
Revenues from cell tower lease payments have been directly tied to land conservation efforts
per the request of Mayor and Council.
GREENSPACE BOND FUND
The Greenspace Bond Fund is used to account for the proceeds of the General Obligation
Bonds, Series 2017, issued by the City and its related capital projects. In November 2016, voters
approved the referendum to issue $25 million in bonds to fund the acquisition of greenspace.
The repayment of the debt incurred is funded through a separate millage rate outside of the
M&O millage rate explained earlier. FY 2018’s bond millage rate was set for the payment of
interest only debt service obligations. FY 2019 includes debt service for both principal and
interest in the amount of $1,709,375. The millage rate set to collect tax revenues to make these
payments is 0.671 mills. Expenditures related to land acquisition occur once the Mayor and
Council approve a purchase, following research and recommendations made by the Milton
Greenspace Advisory Committee.
CAPITAL GRANT FUND
The Capital Grant Fund was set up to account for capital grant revenue and expenditures
made by the City. The majority of the projects are related to infrastructure improvement efforts
managed by the Public Works department. This fund is less active in FY2019 as most of the larger
infrastructure improvement projects have been completed. The only direct revenue source
budgeted this year is the Local Maintenance & Improvement Grant (LMIG) at $405,528 which
will be used to fund the FY 2019 pavement maintenance program. Additionally, $300,000 will
be transferred in from the General Fund to continue efforts towards the Big Creek Greenway
Trail Connection.
IMPACT FEES FUND
In October 2015 Milton began collecting impact fees on new development projects in order
to offset the costs associated with providing City services to those new developments and the
residents and businesses they bring to the City. This fund accounts for impact fees restricted
for the acquisition or construction of specific capital projects outlined in the City’s Capital
Improvements Element (CIE). Revenues are anticipated to come in at a similar rate to those
seen in FY 2018 at approximately $882,500 with $27,000 of the administrative fund revenues
being transferred out to the General Fund to cover salaries and professional fees associated
with running the impact fee program.
REVENUE BOND FUND
The Revenue Bond Fund has been set up to account for proceeds and expenditures related to
the issuance of revenue bonds for the purpose of funding projects quicker than is possible under
the pay-as-you-go strategy utilized by the City. In years past the revenues and expenditures
budgeted in this fund were tied to the improvements made at Bell Memorial Park. As that
project has come to a close, this fund will now account for the proceeds and expenditures
related to the completion of the Court/Fire/Police Complex on Georgia Highway 9, and the
replacement of fire station #42 on Thompson Road. Mayor and Council approved this funding
strategy in FY 2018, and as the timing of the project did not require the bonds to be issued yet,
the budget for those proceeds and corresponding expenditures will roll into FY 2019
(this explains why there are no new budget appropriations in FY 2019).
TSPLOST FUND
The TSPLOST Fund is used to account for the proceeds of the transportation local option sales
tax and the various improvement projects outlined in the program. This fund has purposely
been kept separate from the CIP as it has a specific revenue source, as approved by voters in
the November 2016 election, and includes a dedicated project list. The TSPLOST Fund is budgeted
to bring in approximately $6 million in revenues in FY 2019. For an overview of the five-year
program that began in April 2017, please see p.xx.
Conclusion
The Fiscal Year 2019 Budget illustrates the City’s dedication to providing the highest level
of services while maintaining sound fiscal policies. This budget is the product of much
collaboration and commitment by “Team Milton” with the goal of developing a plan that
addresses the major policy goals and priorities of the City Council and upholds our residents’
vision for their community, while protecting the financial health of the City now and into the
future. If while reviewing this document you have any questions, please do not hesitate to
contact us at info@cityofmiltonga.us.
The City of Milton’s Fiscal Year 2019 proposed budget is based on anticipated city-wide revenue
collections of $38.9 million. The city-wide budget is comprised of one general fund, four special
revenue funds and six capital projects funds.
General Fund
Special Revenue Funds
• Special Events Fund • E911 Fund
• Confiscated Assets Fund • Hotel/Motel Tax Fund
Capital Projects Funds
• Capital Projects Fund (Primary) • Capital Grant Fund
• Greenspace Bond Fund • Impact Fee Fund
• TSPLOST Fund • Revenue Bond Fund
General Fund Overview
The General Fund, the City’s main operating fund, is comprised of $28.5 million in projected
revenues or 73% of the city-wide total. This represents a $669,547 or 2.4% increase in operating
revenues as compared to the Fiscal Year 2018 amended budget. This growth is primarily a
result of anticipated revenue increases related to property taxes, sales and use taxes, and
occupation taxes.
KEY REVENUE FACTS
When forecasting revenues staff takes a number of things into consideration. Foremost on the list
is historical trends. With the City being as new as it is, this trend analysis currently begins with an
in-depth look at the past five year’s activity including current year projections. After that analysis,
staff compiles current information that may alter the trend (i.e. current tax digest information,
current indicators of pending changes in the economy, any outstanding receivables and the
timeliness of receivable collections, etc.). After those factors are considered revenues are
estimated and expenditure requests are considered based on those projections.
• The FY 2019 maintenance & operating (M&O) millage rate is 4.390 mills. This rate was rolled
back from the capped millage rate of 4.731 mills for the first time since the City’s incorporation.
• Property taxes for calendar year 2018 will go towards funding the FY 2019 budget. The decision
to change the timing in which property taxes would be recognized was a strategic financial
decision made by the City to aid in enhanced budgeting capabilities and even greater fiscal
responsibility.
• The budget was balanced with the use of $715,635 from fund balance for the purposes of
funding needed IT infrastructure improvements, and assisting in the recapture of pay-as-you-go
funding for vehicle replacements and improvements to Providence Park which were deferred
in FY 2018 due to the delayed 2017 tax digest and the City’s decision to change the timing in
which property taxes would be recognized.
• Local Option Sales Tax (LOST) is the City’s second largest revenue source after property taxes.
This revenue source is economically driven and staff takes this into account when forecasting
anticipations each year.
• As anticipated collections for several revenue categories are showing a decrease, City staff is
working to identify new revenue opportunities in order to lessen the reliance upon property
taxes.
General Fund Revenues (excluding interfund transfers)
KEY EXPENDITURE FACTS
• Salaries and Benefits make up the largest portion of the maintenance & operating budget
at $14,382,262 or 61% of expenditures excluding interfund transfers. This represents an increase
of 3.6% over the FY 2018 amended budget. This cost breaks down across functions as follows:
• The FY 2019 budget includes funding for an across-the-board market adjustment to salaries
of 3% for a total cost of $257,791. This adjustment is prorated by the number of months each
employee worked for the City during FY 2018 and is included in the figures displayed in the
chart above.
• A 10% increase related to an anticipated rise in healthcare costs and a 5% increase for
dental and vision are also accounted for in this year’s budget appropriations.
• Fire’s budget includes $360,903 for debt service payments owed to Fulton County for fire
station #43. This lease is scheduled to be paid in full as of October 2019. Additionally,
$852,436 is budgeted for debt service payments related to the revenue bond that funded
improvements to Bell Memorial Park. This bond has a fixed interest rate of 2.8% and is
scheduled to be paid off in November 2029.
• Operating expenditures, excluding personnel costs, total $7,114,660. This is approximately
$210,203 or 2.9% less than FY 2018. The most significant drivers of this decrease are related
to professional services:
• A decrease in anticipated election costs of $135,628;
• A decrease in fees associated with the one-time Economic Development Strategy &
Marketing Plan, which focused on the Deerfield corridor, of 65,000; and
• A decrease in Communications related to the FY 2018 costs associated with upgrading
the City’s website of $36,350.
• Transfers out of the General Fund include $5,332,380 to the Capital Projects Fund and
$300,000 to the Capital Grant Fund for projects funded through the City’s pay-as-you-go
funding program. Milton’s capital projects have historically been funded utilizing this strategy
in an effort to keep debt at a minimum.
General Fund Expenditures by Function (excluding interfund transfers)
General Fund Expenditures by Category (excluding interfund transfers)
MAINTENANCE & OPERATING (M&O) INITIATIVE HIGHLIGHTS
• In an effort to provide administrative aid to departments that have seen an increased
workload, 30% or $167,284 of this year’s M&O initiatives are related to added personnel.
This figure includes salaries and benefits for one full-time and four part-time positions.
The goal is to have flexible part-time staff available during the busier hours seen in Finance,
Municipal Court, Police, and Parks & Recreation, and to bring on a full-time Public Relations
Specialist in Communications to continue growing both Milton’s external and internal
strategic communications.
• Being a member of the North Fulton Regional Radio System Authority requires all radios to
be time-division multiple access (TDMA) compliant. As a result $139,674 or 21% of FY 2019’s
Maintenance & Operating initiatives is dedicated to the final phase of radio replacements
which will bring Milton into compliance with the authority’s technology requirements.
• Fostering rewarding and professional careers is one the objectives of Milton’s current strategic
plan. After analyzing current staff responsibilities, wages, and reviewing recent market study
results, 14% of FY 2019’s M&O initiatives aim to work towards this objective with a $94,353
investment in staff. In addition to salary changes, there is a new request to consider a retiree
healthcare plan that will incentivize retention and reward career employees who are eligible
to retire prior to being Medicare eligible.
Special Revenue Funds Overview
The City adopts annual budgets for each Special Revenue Fund that demonstrates any legally
restricted revenue sources. In FY 2019 $1.042 million in anticipated revenues are attributable to
the four Special Revenue Funds.
SPECIAL EVENTS FUND
Milton’s Special Events Fund is budgeted as a Special Revenue Fund for the purposes of tracking
revenues, expenditures, and fund balances associated with running the City’s year-long events
program. The main funding sources for this fund are a transfer in from the Hotel/Motel Tax Fund
($75,000 or 82%) and event sponsorships made by private entities ($17,000 or 18%). Revenues
are expected to decrease by $20,090 or 17.9% because a transfer was not budgeted from the
General Fund as in FY 2018. Expenditure appropriations within the fund span over 12 scheduled
event categories and one “other events” category which allows for the City’s involvement in
any unplanned events that may come up. Expenditures are planned to be fairly in-line with FY
2018’s amended budget with a slight decrease of $2,458 or 2.3%.
Special Events Expenditures by Event/Category
CONFISCATED ASSETS FUND
The Confiscated Assets Fund is utilized to account for the use of confiscated assets by the City’s
Police department. Both federal and state confiscated assets are maintained within this fund,
and guidelines issued by both jurisdictions must be adhered to at all times. Confiscated assets
are used for new endeavors and cannot supplant budgets appropriated in other funds. In FY
2019 the Police department plans on looking for opportunities to obtain new equipment and
search for new training opportunities for staff with the remaining fund balance.
E911 FUND:
The Emergency 911 Fund has been set up to account for monthly 911 charges to help fund the
cost of providing emergency 911 services to the community. Milton currently has an active
Intergovernmental Agreement (IGA) with the City of Alpharetta. Alpharetta runs the 911 center,
including emergency communication services, and in order to compensate Alpharetta for
these services Milton turns over 100% of its E911 collections to them. Revenues are anticipated
to increase by approximately $20,000 or 2.2%, and a corresponding increase to expenditures
for payments to Alpharetta has also been budgeted.
HOTEL/MOTEL TAX FUND
The Hotel/Motel Tax Fund accounts for the occupancy tax collected by the City from area
hotels and motels, and distributed based upon state statute. Milton currently collects this tax at
a rate of 3%. Beginning in FY 2018, 100% of the collections are now transferred to the Special
Events Fund to promote tourism to the City and foster community engagement. The anticipated
revenues and expenditures of this fund are expected to decrease by $4,000 or 5.1% based on
historical analysis.
Capital Projects Funds Overview
Annually, the City reviews its seven-year capital improvement program, and submits a formal
Capital Improvement Plan (CIP) as a part of the budget process. City code requires a five-year
plan, but staff has chosen to add the additional two years in order to allow adequate time for
planning and added flexibility. In FY 2019, five of the six budgeted capital projects funds are
incorporated into the seven-year Capital Improvement Plan and account for $3.437 million in
direct revenues (excluding interfund transfers in).
CAPITAL PROJECTS FUND (Primary)
The primary Capital Projects Fund is used to account for the capital expenditures made by the
City on long-term projects that are not required to be accounted for in a separate fund. Milton
has historically funded the majority of its capital projects through a pay-as-you-go strategy and
therefore the main revenue source for this fund is an interfund transfer in from the General Fund.
As mentioned earlier, the City had to scale back its funding of certain projects in FY 2018. FY
2019 marks the return to the original funding plan for these projects as well as the recapture of
those deferred expenditure amounts. In addition to the interfund transfer in, the Capital Projects
Fund has other smaller revenue sources which make up about 6% of its total revenues. These
sources include: infrastructure maintenance fees charged to solid waste haulers at a rate of
5% of the company’s gross receipts ($110,000), landfill use fees charged to any company’s
operating a landfill within the City limits ($150,000), and cell tower lease revenues ($79,404).
Revenues from cell tower lease payments have been directly tied to land conservation efforts
per the request of Mayor and Council.
GREENSPACE BOND FUND
The Greenspace Bond Fund is used to account for the proceeds of the General Obligation
Bonds, Series 2017, issued by the City and its related capital projects. In November 2016, voters
approved the referendum to issue $25 million in bonds to fund the acquisition of greenspace.
The repayment of the debt incurred is funded through a separate millage rate outside of the
M&O millage rate explained earlier. FY 2018’s bond millage rate was set for the payment of
interest only debt service obligations. FY 2019 includes debt service for both principal and
interest in the amount of $1,709,375. The millage rate set to collect tax revenues to make these
payments is 0.671 mills. Expenditures related to land acquisition occur once the Mayor and
Council approve a purchase, following research and recommendations made by the Milton
Greenspace Advisory Committee.
CAPITAL GRANT FUND
The Capital Grant Fund was set up to account for capital grant revenue and expenditures
made by the City. The majority of the projects are related to infrastructure improvement efforts
managed by the Public Works department. This fund is less active in FY2019 as most of the larger
infrastructure improvement projects have been completed. The only direct revenue source
budgeted this year is the Local Maintenance & Improvement Grant (LMIG) at $405,528 which
will be used to fund the FY 2019 pavement maintenance program. Additionally, $300,000 will
be transferred in from the General Fund to continue efforts towards the Big Creek Greenway
Trail Connection.
IMPACT FEES FUND
In October 2015 Milton began collecting impact fees on new development projects in order
to offset the costs associated with providing City services to those new developments and the
residents and businesses they bring to the City. This fund accounts for impact fees restricted
for the acquisition or construction of specific capital projects outlined in the City’s Capital
Improvements Element (CIE). Revenues are anticipated to come in at a similar rate to those
seen in FY 2018 at approximately $882,500 with $27,000 of the administrative fund revenues
being transferred out to the General Fund to cover salaries and professional fees associated
with running the impact fee program.
REVENUE BOND FUND
The Revenue Bond Fund has been set up to account for proceeds and expenditures related to
the issuance of revenue bonds for the purpose of funding projects quicker than is possible under
the pay-as-you-go strategy utilized by the City. In years past the revenues and expenditures
budgeted in this fund were tied to the improvements made at Bell Memorial Park. As that
project has come to a close, this fund will now account for the proceeds and expenditures
related to the completion of the Court/Fire/Police Complex on Georgia Highway 9, and the
replacement of fire station #42 on Thompson Road. Mayor and Council approved this funding
strategy in FY 2018, and as the timing of the project did not require the bonds to be issued yet,
the budget for those proceeds and corresponding expenditures will roll into FY 2019
(this explains why there are no new budget appropriations in FY 2019).
TSPLOST FUND
The TSPLOST Fund is used to account for the proceeds of the transportation local option sales
tax and the various improvement projects outlined in the program. This fund has purposely
been kept separate from the CIP as it has a specific revenue source, as approved by voters in
the November 2016 election, and includes a dedicated project list. The TSPLOST Fund is budgeted
to bring in approximately $6 million in revenues in FY 2019. For an overview of the five-year
program that began in April 2017, please see p.xx.
Conclusion
The Fiscal Year 2019 Budget illustrates the City’s dedication to providing the highest level
of services while maintaining sound fiscal policies. This budget is the product of much
collaboration and commitment by “Team Milton” with the goal of developing a plan that
addresses the major policy goals and priorities of the City Council and upholds our residents’
vision for their community, while protecting the financial health of the City now and into the
future. If while reviewing this document you have any questions, please do not hesitate to
contact us at info@cityofmiltonga.us.
The City of Milton’s Fiscal Year 2019 proposed budget is based on anticipated city-wide revenue
collections of $38.9 million. The city-wide budget is comprised of one general fund, four special
revenue funds and six capital projects funds.
General Fund
Special Revenue Funds
• Special Events Fund • E911 Fund
• Confiscated Assets Fund • Hotel/Motel Tax Fund
Capital Projects Funds
• Capital Projects Fund (Primary) • Capital Grant Fund
• Greenspace Bond Fund • Impact Fee Fund
• TSPLOST Fund • Revenue Bond Fund
General Fund Overview
The General Fund, the City’s main operating fund, is comprised of $28.5 million in projected
revenues or 73% of the city-wide total. This represents a $669,547 or 2.4% increase in operating
revenues as compared to the Fiscal Year 2018 amended budget. This growth is primarily a
result of anticipated revenue increases related to property taxes, sales and use taxes, and
occupation taxes.
KEY REVENUE FACTS
When forecasting revenues staff takes a number of things into consideration. Foremost on the list
is historical trends. With the City being as new as it is, this trend analysis currently begins with an
in-depth look at the past five year’s activity including current year projections. After that analysis,
staff compiles current information that may alter the trend (i.e. current tax digest information,
current indicators of pending changes in the economy, any outstanding receivables and the
timeliness of receivable collections, etc.). After those factors are considered revenues are
estimated and expenditure requests are considered based on those projections.
• The FY 2019 maintenance & operating (M&O) millage rate is 4.390 mills. This rate was rolled
back from the capped millage rate of 4.731 mills for the first time since the City’s incorporation.
• Property taxes for calendar year 2018 will go towards funding the FY 2019 budget. The decision
to change the timing in which property taxes would be recognized was a strategic financial
decision made by the City to aid in enhanced budgeting capabilities and even greater fiscal
responsibility.
• The budget was balanced with the use of $715,635 from fund balance for the purposes of
funding needed IT infrastructure improvements, and assisting in the recapture of pay-as-you-go
funding for vehicle replacements and improvements to Providence Park which were deferred
in FY 2018 due to the delayed 2017 tax digest and the City’s decision to change the timing in
which property taxes would be recognized.
• Local Option Sales Tax (LOST) is the City’s second largest revenue source after property taxes.
This revenue source is economically driven and staff takes this into account when forecasting
anticipations each year.
• As anticipated collections for several revenue categories are showing a decrease, City staff is
working to identify new revenue opportunities in order to lessen the reliance upon property
taxes.
General Fund Revenues (excluding interfund transfers)
KEY EXPENDITURE FACTS
• Salaries and Benefits make up the largest portion of the maintenance & operating budget
at $14,382,262 or 61% of expenditures excluding interfund transfers. This represents an increase
of 3.6% over the FY 2018 amended budget. This cost breaks down across functions as follows:
• The FY 2019 budget includes funding for an across-the-board market adjustment to salaries
of 3% for a total cost of $257,791. This adjustment is prorated by the number of months each
employee worked for the City during FY 2018 and is included in the figures displayed in the
chart above.
• A 10% increase related to an anticipated rise in healthcare costs and a 5% increase for
dental and vision are also accounted for in this year’s budget appropriations.
• Fire’s budget includes $360,903 for debt service payments owed to Fulton County for fire
station #43. This lease is scheduled to be paid in full as of October 2019. Additionally,
$852,436 is budgeted for debt service payments related to the revenue bond that funded
improvements to Bell Memorial Park. This bond has a fixed interest rate of 2.8% and is
scheduled to be paid off in November 2029.
• Operating expenditures, excluding personnel costs, total $7,114,660. This is approximately
$210,203 or 2.9% less than FY 2018. The most significant drivers of this decrease are related
to professional services:
• A decrease in anticipated election costs of $135,628;
• A decrease in fees associated with the one-time Economic Development Strategy &
Marketing Plan, which focused on the Deerfield corridor, of 65,000; and
• A decrease in Communications related to the FY 2018 costs associated with upgrading
the City’s website of $36,350.
• Transfers out of the General Fund include $5,332,380 to the Capital Projects Fund and
$300,000 to the Capital Grant Fund for projects funded through the City’s pay-as-you-go
funding program. Milton’s capital projects have historically been funded utilizing this strategy
in an effort to keep debt at a minimum.
General Fund Expenditures by Function (excluding interfund transfers)
General Fund Expenditures by Category (excluding interfund transfers)
MAINTENANCE & OPERATING (M&O) INITIATIVE HIGHLIGHTS
• In an effort to provide administrative aid to departments that have seen an increased
workload, 30% or $167,284 of this year’s M&O initiatives are related to added personnel.
This figure includes salaries and benefits for one full-time and four part-time positions.
The goal is to have flexible part-time staff available during the busier hours seen in Finance,
Municipal Court, Police, and Parks & Recreation, and to bring on a full-time Public Relations
Specialist in Communications to continue growing both Milton’s external and internal
strategic communications.
• Being a member of the North Fulton Regional Radio System Authority requires all radios to
be time-division multiple access (TDMA) compliant. As a result $139,674 or 21% of FY 2019’s
Maintenance & Operating initiatives is dedicated to the final phase of radio replacements
which will bring Milton into compliance with the authority’s technology requirements.
• Fostering rewarding and professional careers is one the objectives of Milton’s current strategic
plan. After analyzing current staff responsibilities, wages, and reviewing recent market study
results, 14% of FY 2019’s M&O initiatives aim to work towards this objective with a $94,353
investment in staff. In addition to salary changes, there is a new request to consider a retiree
healthcare plan that will incentivize retention and reward career employees who are eligible
to retire prior to being Medicare eligible.
Special Revenue Funds Overview
The City adopts annual budgets for each Special Revenue Fund that demonstrates any legally
restricted revenue sources. In FY 2019 $1.042 million in anticipated revenues are attributable to
the four Special Revenue Funds.
SPECIAL EVENTS FUND
Milton’s Special Events Fund is budgeted as a Special Revenue Fund for the purposes of tracking
revenues, expenditures, and fund balances associated with running the City’s year-long events
program. The main funding sources for this fund are a transfer in from the Hotel/Motel Tax Fund
($75,000 or 82%) and event sponsorships made by private entities ($17,000 or 18%). Revenues
are expected to decrease by $20,090 or 17.9% because a transfer was not budgeted from the
General Fund as in FY 2018. Expenditure appropriations within the fund span over 12 scheduled
event categories and one “other events” category which allows for the City’s involvement in
any unplanned events that may come up. Expenditures are planned to be fairly in-line with FY
2018’s amended budget with a slight decrease of $2,458 or 2.3%.
Special Events Expenditures by Event/Category
CONFISCATED ASSETS FUND
The Confiscated Assets Fund is utilized to account for the use of confiscated assets by the City’s
Police department. Both federal and state confiscated assets are maintained within this fund,
and guidelines issued by both jurisdictions must be adhered to at all times. Confiscated assets
are used for new endeavors and cannot supplant budgets appropriated in other funds. In FY
2019 the Police department plans on looking for opportunities to obtain new equipment and
search for new training opportunities for staff with the remaining fund balance.
E911 FUND:
The Emergency 911 Fund has been set up to account for monthly 911 charges to help fund the
cost of providing emergency 911 services to the community. Milton currently has an active
Intergovernmental Agreement (IGA) with the City of Alpharetta. Alpharetta runs the 911 center,
including emergency communication services, and in order to compensate Alpharetta for
these services Milton turns over 100% of its E911 collections to them. Revenues are anticipated
to increase by approximately $20,000 or 2.2%, and a corresponding increase to expenditures
for payments to Alpharetta has also been budgeted.
HOTEL/MOTEL TAX FUND
The Hotel/Motel Tax Fund accounts for the occupancy tax collected by the City from area
hotels and motels, and distributed based upon state statute. Milton currently collects this tax at
a rate of 3%. Beginning in FY 2018, 100% of the collections are now transferred to the Special
Events Fund to promote tourism to the City and foster community engagement. The anticipated
revenues and expenditures of this fund are expected to decrease by $4,000 or 5.1% based on
historical analysis.
Capital Projects Funds Overview
Annually, the City reviews its seven-year capital improvement program, and submits a formal
Capital Improvement Plan (CIP) as a part of the budget process. City code requires a five-year
plan, but staff has chosen to add the additional two years in order to allow adequate time for
planning and added flexibility. In FY 2019, five of the six budgeted capital projects funds are
incorporated into the seven-year Capital Improvement Plan and account for $3.437 million in
direct revenues (excluding interfund transfers in).
CAPITAL PROJECTS FUND (Primary)
The primary Capital Projects Fund is used to account for the capital expenditures made by the
City on long-term projects that are not required to be accounted for in a separate fund. Milton
has historically funded the majority of its capital projects through a pay-as-you-go strategy and
therefore the main revenue source for this fund is an interfund transfer in from the General Fund.
As mentioned earlier, the City had to scale back its funding of certain projects in FY 2018. FY
2019 marks the return to the original funding plan for these projects as well as the recapture of
those deferred expenditure amounts. In addition to the interfund transfer in, the Capital Projects
Fund has other smaller revenue sources which make up about 6% of its total revenues. These
sources include: infrastructure maintenance fees charged to solid waste haulers at a rate of
5% of the company’s gross receipts ($110,000), landfill use fees charged to any company’s
operating a landfill within the City limits ($150,000), and cell tower lease revenues ($79,404).
Revenues from cell tower lease payments have been directly tied to land conservation efforts
per the request of Mayor and Council.
GREENSPACE BOND FUND
The Greenspace Bond Fund is used to account for the proceeds of the General Obligation
Bonds, Series 2017, issued by the City and its related capital projects. In November 2016, voters
approved the referendum to issue $25 million in bonds to fund the acquisition of greenspace.
The repayment of the debt incurred is funded through a separate millage rate outside of the
M&O millage rate explained earlier. FY 2018’s bond millage rate was set for the payment of
interest only debt service obligations. FY 2019 includes debt service for both principal and
interest in the amount of $1,709,375. The millage rate set to collect tax revenues to make these
payments is 0.671 mills. Expenditures related to land acquisition occur once the Mayor and
Council approve a purchase, following research and recommendations made by the Milton
Greenspace Advisory Committee.
CAPITAL GRANT FUND
The Capital Grant Fund was set up to account for capital grant revenue and expenditures
made by the City. The majority of the projects are related to infrastructure improvement efforts
managed by the Public Works department. This fund is less active in FY2019 as most of the larger
infrastructure improvement projects have been completed. The only direct revenue source
budgeted this year is the Local Maintenance & Improvement Grant (LMIG) at $405,528 which
will be used to fund the FY 2019 pavement maintenance program. Additionally, $300,000 will
be transferred in from the General Fund to continue efforts towards the Big Creek Greenway
Trail Connection.
IMPACT FEES FUND
In October 2015 Milton began collecting impact fees on new development projects in order
to offset the costs associated with providing City services to those new developments and the
residents and businesses they bring to the City. This fund accounts for impact fees restricted
for the acquisition or construction of specific capital projects outlined in the City’s Capital
Improvements Element (CIE). Revenues are anticipated to come in at a similar rate to those
seen in FY 2018 at approximately $882,500 with $27,000 of the administrative fund revenues
being transferred out to the General Fund to cover salaries and professional fees associated
with running the impact fee program.
REVENUE BOND FUND
The Revenue Bond Fund has been set up to account for proceeds and expenditures related to
the issuance of revenue bonds for the purpose of funding projects quicker than is possible under
the pay-as-you-go strategy utilized by the City. In years past the revenues and expenditures
budgeted in this fund were tied to the improvements made at Bell Memorial Park. As that
project has come to a close, this fund will now account for the proceeds and expenditures
related to the completion of the Court/Fire/Police Complex on Georgia Highway 9, and the
replacement of fire station #42 on Thompson Road. Mayor and Council approved this funding
strategy in FY 2018, and as the timing of the project did not require the bonds to be issued yet,
the budget for those proceeds and corresponding expenditures will roll into FY 2019
(this explains why there are no new budget appropriations in FY 2019).
TSPLOST FUND
The TSPLOST Fund is used to account for the proceeds of the transportation local option sales
tax and the various improvement projects outlined in the program. This fund has purposely
been kept separate from the CIP as it has a specific revenue source, as approved by voters in
the November 2016 election, and includes a dedicated project list. The TSPLOST Fund is budgeted
to bring in approximately $6 million in revenues in FY 2019. For an overview of the five-year
program that began in April 2017, please see p.xx.
Conclusion
The Fiscal Year 2019 Budget illustrates the City’s dedication to providing the highest level
of services while maintaining sound fiscal policies. This budget is the product of much
collaboration and commitment by “Team Milton” with the goal of developing a plan that
addresses the major policy goals and priorities of the City Council and upholds our residents’
vision for their community, while protecting the financial health of the City now and into the
future. If while reviewing this document you have any questions, please do not hesitate to
contact us at info@cityofmiltonga.us.
The City of Milton’s Fiscal Year 2019 proposed budget is based on anticipated city-wide revenue
collections of $38.9 million. The city-wide budget is comprised of one general fund, four special
revenue funds and six capital projects funds.
General Fund
Special Revenue Funds
• Special Events Fund • E911 Fund
• Confiscated Assets Fund • Hotel/Motel Tax Fund
Capital Projects Funds
• Capital Projects Fund (Primary) • Capital Grant Fund
• Greenspace Bond Fund • Impact Fee Fund
• TSPLOST Fund • Revenue Bond Fund
General Fund Overview
The General Fund, the City’s main operating fund, is comprised of $28.5 million in projected
revenues or 73% of the city-wide total. This represents a $669,547 or 2.4% increase in operating
revenues as compared to the Fiscal Year 2018 amended budget. This growth is primarily a
result of anticipated revenue increases related to property taxes, sales and use taxes, and
occupation taxes.
KEY REVENUE FACTS
When forecasting revenues staff takes a number of things into consideration. Foremost on the list
is historical trends. With the City being as new as it is, this trend analysis currently begins with an
in-depth look at the past five year’s activity including current year projections. After that analysis,
staff compiles current information that may alter the trend (i.e. current tax digest information,
current indicators of pending changes in the economy, any outstanding receivables and the
timeliness of receivable collections, etc.). After those factors are considered revenues are
estimated and expenditure requests are considered based on those projections.
• The FY 2019 maintenance & operating (M&O) millage rate is 4.390 mills. This rate was rolled
back from the capped millage rate of 4.731 mills for the first time since the City’s incorporation.
• Property taxes for calendar year 2018 will go towards funding the FY 2019 budget. The decision
to change the timing in which property taxes would be recognized was a strategic financial
decision made by the City to aid in enhanced budgeting capabilities and even greater fiscal
responsibility.
• The budget was balanced with the use of $715,635 from fund balance for the purposes of
funding needed IT infrastructure improvements, and assisting in the recapture of pay-as-you-go
funding for vehicle replacements and improvements to Providence Park which were deferred
in FY 2018 due to the delayed 2017 tax digest and the City’s decision to change the timing in
which property taxes would be recognized.
• Local Option Sales Tax (LOST) is the City’s second largest revenue source after property taxes.
This revenue source is economically driven and staff takes this into account when forecasting
anticipations each year.
• As anticipated collections for several revenue categories are showing a decrease, City staff is
working to identify new revenue opportunities in order to lessen the reliance upon property
taxes.
Milton's budget is guided by an array of plans that lay the groundwork for what is expected from
Council, City staff, citizens, and other governing entities. Below is a list of some of the plans that
inform the City's operating budget, capital improvement program, and other financial processes.
City Planning Processes
PLAN NAME
Strategic Plan
2016-2020
Comprehensive
Plan
Capital
Improvements
Element
(related to Impact Fees)
Milton
Comprehensive
Transportation
Plan
North Fulton
Comprehensive
Transportation Plan
Transportation
Project
Improvement Plans
DESCRIPTION
A comprehensive, high-level
five year road map to
accomplishing key
community goals.
This plan sets the overall
land use and development
policy for the entire City. This
document is updated every
five years per the State's
planning guidelines, and
always requires a community
stakeholder group to actively
participate and for staff
to gather input from the
community. This plan also
includes a five year work
program that list projects that
the City should pursue in the
five years between updates.
This is a list of Impact Fee
eligible projects pulled from
the master plans from Fire,
Police, Transportation, and
Parks & Recreation.
Local plan, updated
approximately every five
years, that inventories existing
conditions, analyzes current
and future needs, and develops
project recommendations to
respond to these needs.
Regional plan updated
approximately every five
years that inventories existing
conditions, analyzes current
and future needs, and develops
project recommendations to
respond to these needs.
Transportation improvement
plans go through a process
that involves concept
development, public
involvement, and utilizes
context sensitive design.
PURPOSE
Outline future goals and
strategies for the Milton
community and the City
organization.
To guide zoning and
development decisions.
Provides a five-year work
program to accomplish
the goals set out in the
Comprehensive Plan.
To have a list of eligible
projects to post impact fee
funds to.
Understand the transportation
needs that exist for the
community, and create
projects and policies to
address them.
Identifies cross-jurisdictional
projects and an action
plan for moving priority
recommendations forward.
Develop improvement plan
that is harmonious with the
community, and preserves
aesthetics, history, and
environmental resources,
while integrating innovative
approaches with traditional
transportation goals for safety
and performance.
BUDGET IMPACTS
This document provides key
guidance for all decisions
related to budget requests.
All new and enhanced
services must fall under one of
the five goals listed in the plan.
Some five-year work program
items may need to be
budgeted for.
Only a portion of the impact
fees can be applied to these
projects, therefore the
remaining balances need
to be accounted for.
Provides estimates for projects
tied to a constrained budget.
Provides estimates for projects,
cost sharing, and other
funding opportunities.
Cost estimates are developed
with each phase that are
reflected in the project
budget.
PLAN NAME
TSPLOST
Project List
Milton Trails
Blueprint
Comprehensive
Five Year Parks
and Recreation
Master Plan
Providence Park
Master Plan
IT Strategic
Plan
Emergency
Operations Plan
DESCRIPTION
Five year plan for use of
transportation sales tax
revenues.
The blueprint is the updated
plan for the Trail & Pedestrian
Master Plan.
Five-year Master Plan for Parks,
Recreation Programs and
Open Space Development.
Ten-year Master Plan
for redevelopment of
Providence Park.
Three-year plan that identifies
IT needs for each department
and how the City will strategi-
cally address the needs.
This describes roles and
responsibilities during
large-scale disasters or
emergenices. The plan
encompases Police, Fire,
Communications, and
Public Works, as well as
other support departments.
PURPOSE
Implement projects that
address congestion,
operations, bridges and
pedestrian improvements.
To establish implementation
priorities for the construction
of the trail master plan.
The Parks & Recreation
Department uses the plan
to establish the levels of
service for park facilities and
programs. We also receive
guidance from the seven
member Parks & Recreation
Advisory Board.
The Parks and Recreation
Department, working with
the services of a consulting
firm, received guidance from
the community, the seven
member Parks & Recreation
Advisory Board the elected
officials to come up with a
plan for Providence Park.
Reviews current hardware
and application needs and
provides a replacement and
implementation schedule that
takes into consideration
budgetary restraints.
The purpose of this plan
is to guide the City in
preparedness, response,
recovery, and mitigation of
large-scale events that are
beyond the routine types
of emergency and non-
emergency events regularly
handeled by deparments.
BUDGET IMPACTS
Utilizes an implementation
plan that fully funds a project
phase before moving forward.
This plan helps to establish
annual capital expenses
needed to construct new
portions of the trail plan.
This plan helps to establish
annual capital expenses and
the amount of maintenance
and operating expenses that
will be requires to maintain
new and existing parks
facilities.
This plan helps to establish
annual capital expenses and
the amount of maintenance
and operating expenses that
will be requires to maintain
Providence Park.
Determines budget allocations
needed to achieve the goals
and objectives of the City.
This plan primarily makes use
of exisiting City resources, and
lays out coordination and
documentation procedures
that may be needed for
recovery funds through a
Stafford Act declaration. It
also addresses emergency
purchasing, as outlined in the
City's Fiancial Managaement
Program.
City Location & Key Demographics
CITY HALL
2006 Heritage Walk,
Milton, Georgia 30004
678.242.2500
www.cityofmiltonga.us
Hours of Operation
8:30 a.m. to 5:00 p.m.
The City of Milton is a suburban
city located in the northern most
portion of Fulton County, Georgia,
just 31 miles from downtown
Atlanta. Following a July 2006
referendum where 85 percent
of Milton voters overwhelmingly
approved cityhood, the City
officially incorporated on Dec. 1,
2006. The City has been recognized
nationally for its high quality of
life and has consistently ranked
among the top five safest cities
in Georgia.
ATLANTA
AT A GLANCE
Date of Incorporation – December 1, 2006
• Area – 39.12 square miles
• Total Adopted Fiscal Year 2019 Budget - $40.6M (excluding transfers)
City of Milton, GA
Demographics
• Population = 38,771
• By Gender = Males, 18,888
and Females, 19,883
• Median Age = 39.1
• Average Family Size = 3.28
• Total Housing Units = 13,893
(74.3% owner & 23.8% renter)
• Median Home Value = $472,514
• Median Household Income = $115,814
• Per Capita Income = $54,103
EDUCATIONAL ATTAINMENT
• High School Graduate or More = 98%
• Bachelor's Degree or Higher = 66%
(Note: Percentages calculated for 25 years
or older age category.)
Existing Land Usage
• Ag/Equestrian 36.22%
• City Owned/Parks 2.19%
• Commercial 2.44%
• Forested/Undeveloped 11.56%
• Institutional 2.88%
• Lakes/Ponds 1.81%
• Mixed-Use 0.25%
• Private Recreation/Golf Course 4.62%
• Residential 32.16%
• Right of Way 5.63%
• Senior Living 0.03%
• Transportation/
Communication/Utility 0.21%
Business Statistics
DESCRIPTION NUMBERS
Home Based Business 460
Gross Receipts 380
# of Employees 49
Professional Practitioner 34
Non-Profit 8 ____
931
TOP MILTON EMPLOYERS
Verizon 2,284
Fulton County Schools 933
Philips 427
Info Global Solutions 339
Walmart 302
Exide Technologies 245
Elected Officials
MAYOR
Joe Lockwood
DISTRICT 1/POST 1
Peyton Jamison
DISTRICT 1/POST 2
Empty
DISTRICT 2/POST 1
Laura Bentley
DISTRICT 2/POST 2
Matt Kunz
DISTRICT 3/POST 1
Joe Longoria
DISTRICT 3/POST 2
Rick Mohrig
Milton Orginazation Chart
Milton Citizens
Mayor & City Council
City Manager
City Attorney
Parks &Recreation
CommunityDevelopment
PublicWorks
CommunityOutreach &Engagement
EconomicDevelopmentAssistantCity ManagerAssistantCity Manager City ClerkFireServicePoliceServicesCourt Clerk
Finance
HumanResources
InformationTechnology
Communications
Municipal Judge
Boards &Committees
Current Positions
7070
0404
0101
114242 6262
121222
Mayor & Council
Finance
Communications
Police
Parks & Recreation
0202
0101
1111
00
110101
0404
0202
3232
3939
0101
City Manager
Human Resources
Municipal Court
Public Works
Economic Development
Full-Time Employee Part-Time Employee
City Clerk
Information Technology
Community Outreach & Engagement
Fire
Community Development
FY 2019 Staffing Summary By Department
DEPARTMENT NAME FY 2017 FY 2018 FY 2019 FY 2019 VARIANCE REQUESTS
FULL-TIME
Mayor & Council 0 0 0 0 0
City Clerk 2 2 2 0 0
City Manager 4 4 4 0 0
Finance 4 4 4 0 0
Information Technology 1 1 1 0 0
Human Resources 2 2 2 0 0
Communications 1 1 1 1 1
Community Outreach & Engagement 1 1 1 0 0
Municipal Court 2 2 2 0 0
Police 43 43 43 0 0
Fire 62 62 62 0 0
Public Works 10 10 9 0 -1
Parks & Recreation 2 2 2 0 0
Community Development 9 10 10 0 0
Economic Development 1 1 1 0 0
TOTAL FULL-TIME 144 145 144 1 0
PART-TIME
Mayor & Council 7 7 7 0 0
City Clerk 0 0 0 0 0
City Manager 0 0 0 0 0
Finance 0 0 0 1 1
Information Technology 0 0 0 0 0
Human Resources 0 0 0 0 0
Communications 0 0 0 0 0
Community Outreach & Engagement 1 1 1 0 0
Municipal Court 3 3 3 1 1
Police 1 1 1 1 1
Fire 0 0 0 0 0
Public Works 3 3 3 0 0
Parks & Recreation 8 12 12 1 1
Community Development 3 1 1 0 0
Economic Development 0 0 0 0 0
TOTAL PART-TIME 26 28 28 4 4
TOTAL CITY EMPLOYEES (ALL SCHEDULES) 170 173 172 5 4
Variances:
• Communications has submitted a request for the addition of a full-time Public Relations Specialist.
• Following a retirement, Public Works has decided to outsource the Construction Inspector position
resulting in the reduction of one full-time position from the department.
• Finance, Municipal Court, Police, and Parks & Recreation have submitted requests for one
part-time position each in order to provide additional support to address the growth seen over
the past few years.
Note: Please see the FY19 Maintenance and Operating Initiatives for a detailed listing of requested
positions and reclassifications.
Financial Policies
and Procedures
Fund Structure
* These funds are budgeted as Special Revenue Funds for ease of tracking. They are ultimately
rolled into the General Fund for the purposes of financial reporting in the Comprehensive
Annual Financial Report (CAFR).
These funds have no appropriations in the FY 2019 Budget
City of Milton
Funds
Governmental
Funds
Special Events
Fund*
EconomicDevelopmentIncentives Bank Fund*
Confiscated Assets
Fund
E-911
Fund
Operating GrantFund
Hotel/Motel TaxFund
Capital Projects
Fund (Primary)
Greenspace BondFund
Capital Grant
Fund
TSPLOST
Fund
Impact FeesFund
Revenue BondFund
Municipal Court
Fund
General
Fund
Special Revenue
Funds Capital Projects
Funds
Agency
Funds
Fiduciary
Funds
Department-Fund Relationship
The following shows which departments are represented within each budgeted fund for fiscal year 2019
General Fund
Mayor & Council
City Clerk
City Manager
General Administration
Finance
Legal
Information Technology
Human Resources
Risk Management
General Government Buildings
Communications
Community Outreach & Engagement
Municipal Court
Police
Fire
Public Works
Parks & Recreation
Community Development
Economic Development
Special Events Fund
Community Outreach & Engagement
Confiscated Assets Fund
Police
E-911 Fund
Police
Hotel/Motel Tax Fund*
Community Outreach & Engagement
Capital Projects Fund (Primary)
Mayor & Council
General Administration
Finance
Information Technology
General Government Buildings
Police
Fire
Public Works
Parks & Recreation
Community Development
Greenspace Bond Fund
Parks & Recreation
TSPLOST Fund
Public Works
Capital Grant Fund
Public Works
Impact Fees Fund
General Government Buildings
Fire
Public Works
Parks & Recreation
Revenue Bond Fund
General Government Buildings
Fire
* 100% of Hotel/Motel taxes collected will be transferred to the Special Events Fund to promote tourism and community engagement.
Revenue Administration Policy
The City strives to maintain a diversified and stable revenue structure to shelter it from
short-term fluctuations in any primary revenue source. When possible, the revenue mix
combines elastic and inelastic revenue sources to minimize the effect of economic downturns.
The City works towards diversifying its revenue base in order to reduce its dependence on
property taxes. As part of the annual budget process, an objective analytical process
estimates revenues realistically and prudently. The City estimates revenues of a volatile
nature conservatively.
Debt Management Policy
A sound fiscal position is maintained by only utilizing long-term tax-exempt debt to provide
resources to finance needed capital improvements, while accumulating adequate resources
to repay the debt. In addition, a strong financial administration serves to maintain and
improve the City’s credit rating. Both short-term and long-term debt are permissible when
within the guidelines outlined in the City code of ordinances.
Cash And Investment Policy
The primary objectives of the City’s investment activities are: safety, liquidity, and yield.
SAFETY
Safety of principal is the foremost objective of the investment program. Investments are
undertaken in a manner that seeks to ensure the preservation of capital in the overall
portfolio. The objective is to mitigate credit risk and interest rate risk.
LIQUIDITY
The investment portfolio must remain sufficiently liquid to meet all those operating
requirements that may be reasonably anticipated.
YIELD
The investment portfolio is designed with the objective of attaining a market rate of return
throughout budgetary and economic cycles, taking into account the investment risk
constraints and liquidity needs. Return on investment is of secondary importance compared
to safety and liquidity.
Capital Asset Policy
Capital asset means any real or personal property acquired by the City which has an
estimated useful life of three or more years with an acquisition value of $10,000 or more.
The term capital asset includes: land, improvements to land, easements, buildings,
improvements to buildings, vehicles, machinery, equipment, works of art and historical
treasures, infrastructure, and all other tangible and intangible assets that are used in the
operations of the government.
The City records depreciation using the straight-line method over the following useful lives:
Buildings 20–40 years
Vehicles, Equipment and Other 5–12 years
Infrastructure 15–60 years
Land Improvements 10–40 years
Financial Policies and Procedures Fund Balance Policy
This policy ensures that the City maintains adequate fund balances and reserves in order to:
1. Provide sufficient cash flow for daily financial needs;
2. Secure and maintain investment grade bond ratings;
3. Offset significant economic downturns or revenue shortfalls; and
4. Provide funds for unforeseen expenditures related to emergencies.
FUND BALANCE CATEGORIES
1. NONSPENDABLE: Includes amounts that cannot be spent because they are either a.)
Not in spendable form or b.) Legally or contractually required to be maintained intact.
Nonspendable amounts are determined before all other classifications and consist of the
following steps (as applicable in any given fiscal year):
a. The City will maintain a fund balance equal to the balance of any long-term
outstanding balances due from others (including other funds of the City).
b. The City will maintain a fund balance equal to the value of inventory balances and
prepaid items (to the extent that such balances are not offset with liabilities and actually
result in fund balance).
c. The City will maintain a fund balance equal to the corpus (principal) of any permanent
funds that are legally or contractually required to be maintained intact.
d. The City will maintain a fund balance equal to the balance of any land or other
non-financial assets held for sale.
2. RESTRICTED: Includes amounts that can be spent only for the specific purposes stipulated
by the Georgia Constitution, external resource providers or through enabling legislation.
3. COMMITTED: Includes amounts that can be used only for specific purposes determined
by a formal action of the city council. Commitments are only used for specific purposes
pursuant to a formal action of the city council. A majority vote is required to approve or
remove a commitment.
4. ASSIGNED: Includes amounts intended to be used by the City for specific purposes but
do not meet the criteria to be classified as restricted or committed.
5. UNASSIGNED: Includes the residual classification for the City’s general fund and includes
all spendable amounts not contained in the other classifications.
RESERVE FOR WORKING CAPITAL
The reserves required to cover the cost of expenditures caused by unforeseen emergencies,
to cover shortfalls due to revenue declines, and to eliminate any short-term borrowing for
cash flow purposes. This reserve accumulates and is then maintained at an amount which
represents no less than 25 percent of the subsequent year’s budgeted revenues.
The City has developed financial policies and procedures to ensure that financial resources are
managed in a prudent manner.
Budgetary Policies
BALANCED BUDGET
The budget is balanced for each budgeted fund. Total anticipated revenues plus the portion
of the fund balance in excess of required reserves that is designated as a budgeted funding
source must equal the total estimated expenditures for each fund. The City is prohibited from
balancing current expenditures through the obligation of future year’s resources.
BASIS OF BUDGETING
All governmental funds use the modified accrual basis of accounting for budgeting purposes.
LEVEL OF BUDGET ADOPTION AND CONTROL
All budgets are adopted at the legal level of budgetary control, which is the department
level within each individual fund.
BUDGET CONTROL REPORTS
The City maintains a system of budgetary control reports to ensure adherence to the budget.
Departments also have access to financial reports which compare actual revenues and
outstanding encumbrances and expenditures with budgeted amounts.
BUDGET AMENDMENT PROCESS
The budget is a dynamic, rather than static, plan which requires adjustments and formal
budget amendments as circumstances change. The mayor and city council must approve
all increases in total departmental appropriations. Department heads may submit budget
amendment requests transferring appropriations from one line item to another within the
specific department appropriation and fund, and obtain approval from the city manager.
Adjustments from appropriations that have been obligated, committed, or reserved for a
designated purpose cannot be transferred until a formal de-obligation occurs.
APPROPRIATION LAPSES AT YEAR-END
All operating budget appropriations, including encumbered appropriations, lapse at the end
of the fiscal year. Purchases encumbered in the current fiscal year, but not received until the
following year, must be charged against a department’s subsequent year appropriation.
UTILIZATION OF PRIOR YEAR’S FUND BALANCE
If necessary, the City may use the fund balance in excess of the required reserves as a funding
source for that fund’s budget in any given year. The utilization of fund balance is considered a
use of one-time revenues for budgeting purposes.
Revenue Administration Policy
The City strives to maintain a diversified and stable revenue structure to shelter it from
short-term fluctuations in any primary revenue source. When possible, the revenue mix
combines elastic and inelastic revenue sources to minimize the effect of economic downturns.
The City works towards diversifying its revenue base in order to reduce its dependence on
property taxes. As part of the annual budget process, an objective analytical process
estimates revenues realistically and prudently. The City estimates revenues of a volatile
nature conservatively.
Debt Management Policy
A sound fiscal position is maintained by only utilizing long-term tax-exempt debt to provide
resources to finance needed capital improvements, while accumulating adequate resources
to repay the debt. In addition, a strong financial administration serves to maintain and
improve the City’s credit rating. Both short-term and long-term debt are permissible when
within the guidelines outlined in the City code of ordinances.
Cash And Investment Policy
The primary objectives of the City’s investment activities are: safety, liquidity, and yield.
SAFETY
Safety of principal is the foremost objective of the investment program. Investments are
undertaken in a manner that seeks to ensure the preservation of capital in the overall
portfolio. The objective is to mitigate credit risk and interest rate risk.
LIQUIDITY
The investment portfolio must remain sufficiently liquid to meet all those operating
requirements that may be reasonably anticipated.
YIELD
The investment portfolio is designed with the objective of attaining a market rate of return
throughout budgetary and economic cycles, taking into account the investment risk
constraints and liquidity needs. Return on investment is of secondary importance compared
to safety and liquidity.
Capital Asset Policy
Capital asset means any real or personal property acquired by the City which has an
estimated useful life of three or more years with an acquisition value of $10,000 or more.
The term capital asset includes: land, improvements to land, easements, buildings,
improvements to buildings, vehicles, machinery, equipment, works of art and historical
treasures, infrastructure, and all other tangible and intangible assets that are used in the
operations of the government.
The City records depreciation using the straight-line method over the following useful lives:
Buildings 20–40 years
Vehicles, Equipment and Other 5–12 years
Infrastructure 15–60 years
Land Improvements 10–40 years
Fund Balance Policy
This policy ensures that the City maintains adequate fund balances and reserves in order to:
1. Provide sufficient cash flow for daily financial needs;
2. Secure and maintain investment grade bond ratings;
3. Offset significant economic downturns or revenue shortfalls; and
4. Provide funds for unforeseen expenditures related to emergencies.
FUND BALANCE CATEGORIES
1. NONSPENDABLE: Includes amounts that cannot be spent because they are either a.)
Not in spendable form or b.) Legally or contractually required to be maintained intact.
Nonspendable amounts are determined before all other classifications and consist of the
following steps (as applicable in any given fiscal year):
a. The City will maintain a fund balance equal to the balance of any long-term
outstanding balances due from others (including other funds of the City).
b. The City will maintain a fund balance equal to the value of inventory balances and
prepaid items (to the extent that such balances are not offset with liabilities and actually
result in fund balance).
c. The City will maintain a fund balance equal to the corpus (principal) of any permanent
funds that are legally or contractually required to be maintained intact.
d. The City will maintain a fund balance equal to the balance of any land or other
non-financial assets held for sale.
2. RESTRICTED: Includes amounts that can be spent only for the specific purposes stipulated
by the Georgia Constitution, external resource providers or through enabling legislation.
3. COMMITTED: Includes amounts that can be used only for specific purposes determined
by a formal action of the city council. Commitments are only used for specific purposes
pursuant to a formal action of the city council. A majority vote is required to approve or
remove a commitment.
4. ASSIGNED: Includes amounts intended to be used by the City for specific purposes but
do not meet the criteria to be classified as restricted or committed.
5. UNASSIGNED: Includes the residual classification for the City’s general fund and includes
all spendable amounts not contained in the other classifications.
RESERVE FOR WORKING CAPITAL
The reserves required to cover the cost of expenditures caused by unforeseen emergencies,
to cover shortfalls due to revenue declines, and to eliminate any short-term borrowing for
cash flow purposes. This reserve accumulates and is then maintained at an amount which
represents no less than 25 percent of the subsequent year’s budgeted revenues.
The City has developed financial policies and procedures to ensure that financial resources are
managed in a prudent manner.
Budgetary Policies
BALANCED BUDGET
The budget is balanced for each budgeted fund. Total anticipated revenues plus the portion
of the fund balance in excess of required reserves that is designated as a budgeted funding
source must equal the total estimated expenditures for each fund. The City is prohibited from
balancing current expenditures through the obligation of future year’s resources.
BASIS OF BUDGETING
All governmental funds use the modified accrual basis of accounting for budgeting purposes.
LEVEL OF BUDGET ADOPTION AND CONTROL
All budgets are adopted at the legal level of budgetary control, which is the department
level within each individual fund.
BUDGET CONTROL REPORTS
The City maintains a system of budgetary control reports to ensure adherence to the budget.
Departments also have access to financial reports which compare actual revenues and
outstanding encumbrances and expenditures with budgeted amounts.
BUDGET AMENDMENT PROCESS
The budget is a dynamic, rather than static, plan which requires adjustments and formal
budget amendments as circumstances change. The mayor and city council must approve
all increases in total departmental appropriations. Department heads may submit budget
amendment requests transferring appropriations from one line item to another within the
specific department appropriation and fund, and obtain approval from the city manager.
Adjustments from appropriations that have been obligated, committed, or reserved for a
designated purpose cannot be transferred until a formal de-obligation occurs.
APPROPRIATION LAPSES AT YEAR-END
All operating budget appropriations, including encumbered appropriations, lapse at the end
of the fiscal year. Purchases encumbered in the current fiscal year, but not received until the
following year, must be charged against a department’s subsequent year appropriation.
UTILIZATION OF PRIOR YEAR’S FUND BALANCE
If necessary, the City may use the fund balance in excess of the required reserves as a funding
source for that fund’s budget in any given year. The utilization of fund balance is considered a
use of one-time revenues for budgeting purposes.
Revenue Administration Policy
The City strives to maintain a diversified and stable revenue structure to shelter it from
short-term fluctuations in any primary revenue source. When possible, the revenue mix
combines elastic and inelastic revenue sources to minimize the effect of economic downturns.
The City works towards diversifying its revenue base in order to reduce its dependence on
property taxes. As part of the annual budget process, an objective analytical process
estimates revenues realistically and prudently. The City estimates revenues of a volatile
nature conservatively.
Debt Management Policy
A sound fiscal position is maintained by only utilizing long-term tax-exempt debt to provide
resources to finance needed capital improvements, while accumulating adequate resources
to repay the debt. In addition, a strong financial administration serves to maintain and
improve the City’s credit rating. Both short-term and long-term debt are permissible when
within the guidelines outlined in the City code of ordinances.
Cash And Investment Policy
The primary objectives of the City’s investment activities are: safety, liquidity, and yield.
SAFETY
Safety of principal is the foremost objective of the investment program. Investments are
undertaken in a manner that seeks to ensure the preservation of capital in the overall
portfolio. The objective is to mitigate credit risk and interest rate risk.
LIQUIDITY
The investment portfolio must remain sufficiently liquid to meet all those operating
requirements that may be reasonably anticipated.
YIELD
The investment portfolio is designed with the objective of attaining a market rate of return
throughout budgetary and economic cycles, taking into account the investment risk
constraints and liquidity needs. Return on investment is of secondary importance compared
to safety and liquidity.
Capital Asset Policy
Capital asset means any real or personal property acquired by the City which has an
estimated useful life of three or more years with an acquisition value of $10,000 or more.
The term capital asset includes: land, improvements to land, easements, buildings,
improvements to buildings, vehicles, machinery, equipment, works of art and historical
treasures, infrastructure, and all other tangible and intangible assets that are used in the
operations of the government.
The City records depreciation using the straight-line method over the following useful lives:
Buildings 20–40 years
Vehicles, Equipment and Other 5–12 years
Infrastructure 15–60 years
Land Improvements 10–40 years
Fund Balance Policy
This policy ensures that the City maintains adequate fund balances and reserves in order to:
1. Provide sufficient cash flow for daily financial needs;
2. Secure and maintain investment grade bond ratings;
3. Offset significant economic downturns or revenue shortfalls; and
4. Provide funds for unforeseen expenditures related to emergencies.
FUND BALANCE CATEGORIES
1. NONSPENDABLE: Includes amounts that cannot be spent because they are either a.)
Not in spendable form or b.) Legally or contractually required to be maintained intact.
Nonspendable amounts are determined before all other classifications and consist of the
following steps (as applicable in any given fiscal year):
a. The City will maintain a fund balance equal to the balance of any long-term
outstanding balances due from others (including other funds of the City).
b. The City will maintain a fund balance equal to the value of inventory balances and
prepaid items (to the extent that such balances are not offset with liabilities and actually
result in fund balance).
c. The City will maintain a fund balance equal to the corpus (principal) of any permanent
funds that are legally or contractually required to be maintained intact.
d. The City will maintain a fund balance equal to the balance of any land or other
non-financial assets held for sale.
2. RESTRICTED: Includes amounts that can be spent only for the specific purposes stipulated
by the Georgia Constitution, external resource providers or through enabling legislation.
3. COMMITTED: Includes amounts that can be used only for specific purposes determined
by a formal action of the city council. Commitments are only used for specific purposes
pursuant to a formal action of the city council. A majority vote is required to approve or
remove a commitment.
4. ASSIGNED: Includes amounts intended to be used by the City for specific purposes but
do not meet the criteria to be classified as restricted or committed.
5. UNASSIGNED: Includes the residual classification for the City’s general fund and includes
all spendable amounts not contained in the other classifications.
RESERVE FOR WORKING CAPITAL
The reserves required to cover the cost of expenditures caused by unforeseen emergencies,
to cover shortfalls due to revenue declines, and to eliminate any short-term borrowing for
cash flow purposes. This reserve accumulates and is then maintained at an amount which
represents no less than 25 percent of the subsequent year’s budgeted revenues.
The City has developed financial policies and procedures to ensure that financial resources are
managed in a prudent manner.
Budgetary Policies
BALANCED BUDGET
The budget is balanced for each budgeted fund. Total anticipated revenues plus the portion
of the fund balance in excess of required reserves that is designated as a budgeted funding
source must equal the total estimated expenditures for each fund. The City is prohibited from
balancing current expenditures through the obligation of future year’s resources.
BASIS OF BUDGETING
All governmental funds use the modified accrual basis of accounting for budgeting purposes.
LEVEL OF BUDGET ADOPTION AND CONTROL
All budgets are adopted at the legal level of budgetary control, which is the department
level within each individual fund.
BUDGET CONTROL REPORTS
The City maintains a system of budgetary control reports to ensure adherence to the budget.
Departments also have access to financial reports which compare actual revenues and
outstanding encumbrances and expenditures with budgeted amounts.
BUDGET AMENDMENT PROCESS
The budget is a dynamic, rather than static, plan which requires adjustments and formal
budget amendments as circumstances change. The mayor and city council must approve
all increases in total departmental appropriations. Department heads may submit budget
amendment requests transferring appropriations from one line item to another within the
specific department appropriation and fund, and obtain approval from the city manager.
Adjustments from appropriations that have been obligated, committed, or reserved for a
designated purpose cannot be transferred until a formal de-obligation occurs.
APPROPRIATION LAPSES AT YEAR-END
All operating budget appropriations, including encumbered appropriations, lapse at the end
of the fiscal year. Purchases encumbered in the current fiscal year, but not received until the
following year, must be charged against a department’s subsequent year appropriation.
UTILIZATION OF PRIOR YEAR’S FUND BALANCE
If necessary, the City may use the fund balance in excess of the required reserves as a funding
source for that fund’s budget in any given year. The utilization of fund balance is considered a
use of one-time revenues for budgeting purposes.
Milton’s budget process is an ongoing endeavor. The Fiscal Year 2019 process commenced in
June 2018 at the department level. Each department head is responsible for providing requests
related to both a current services budget and an enhanced services budget while finance staff
calculates expenses associated with salaries and benefits, and projects revenues for the
upcoming year.
THE PROCESS
The process begins with analyzing historical data, recognizing trends, and making allowances
for certain unforeseen possibilities. The current services budget determines the costs associated
with continuing the same service levels for the upcoming year as are currently being provided
for maintenance & operating as well as capital projects. In addition, each department head is
responsible for detailing the costs associated with any new or improved services. These
enhanced services requests are outlined in the initiatives sections of the budget book.
At the end of June the City Manager and the Finance Director review all budget requests in
order to get a high level perspective of the city-wide budget. Throughout July, each depart-
ment head meets with the City Manager and the Finance Director to explore in detail the
department requests. As the City has a defined revenue footprint, careful consideration must
be given to the priorities identified by the departments. With guidance from of the City’s Strate-
gic Plan and other planning process documents (see p. xx), the City Manager makes the final
determination of what will be proposed to Mayor and Council in the final budget document.
The end product is based on revenue anticipations and line-item expenditures within each
department, and is developed according to financial best practices and Generally Accepted
Accounting Principles (GAAP).
All appropriations lapse at year-end with the exception of the capital projects funds, which
adopt project-length budgets.
The budget calendar found on p. XX details the dates when the budget is presented to Mayor
and Council as well as the required public hearings. Public hearings are a time for the commu-
nity to give their input and be heard by Mayor and Council, and staff to ensure a collaborative
and transparent process.
Once the final approval is granted by Mayor and Council and the budget has been adopted,
staff continues to review and monitor the budget with each purchase. Department heads
have access to budget control reports that provide timely comparisons of actual revenues,
encumbrances, and expenditures to the approved budgeted amounts. The budget is a
dynamic, rather than static plan which does require adjustments/amendments from
time-to-time. By ordinance, requests to transfer appropriations from one line item to another
within the same department and same fund must receive approval from the City Manager
while increases in
total departmental appropriations (i.e. transfers from another department or fund) require
approval from Mayor and Council.
Budget Process
Fiscal Year 2019 Budget Calendar
JUNE
Jun 22 – Budget requests due
(including M&O Initiatives and
Capital Improvement requests)
Jun 25-Jul 3 – Budget request
review by City Manager and
Finance Director
SUN MON TUE WED THU FRI SAT
1 2
3 4 5 6 7 8 9
10 11 12 13 14 15 16
17 18 19 20 21 22 23
24 25 26 27 28 29 30
JULY
Jul 5-20 – Budget request review
with City Manager, Finance Director
and Directors/Department Heads
Jul 23-27 – Assemble budget
book for Mayor and Council
SUN MON TUE WED THU FRI SAT
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
29 30 31
AUGUST
Aug 13 – Budget Workshop
SUN MON TUE WED THU FRI SAT
1 2 3 4
5 6 7 8 9 10 11
12 13 14 15 16 17 18
19 20 21 22 23 24 25
26 27 28 29 30 31
SEPTEMBER
Sep 10 – Public Hearing #1 -
First Reading of Budget Ordinance
Sep 17 – Final Budget Workshop
(if needed)
Sep 24 – Public Hearing #2 -
Approval of Budget
SUN MON TUE WED THU FRI SAT
1
2 3 4 5 6 7 8
9 10 11 12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30
Consolidated
Financial Summaries
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
REVENUES
Taxes
Property Taxes 13,704,986$ 3,523,943$ 14,722,048$ 16,485,926$
Sales & Use Taxes 8,893,238 12,025,807 15,597,000 15,485,000
Business & Other Taxes 2,770,817 2,963,510 2,843,035 2,869,000
Licenses & Permits 786,343 616,346 579,147 533,250
Intergovernmental Revenues 2,630,336 561,373 916,335 414,528
Charges for Services 2,600,260 2,846,330 2,516,246 2,488,300
Fines & Forfeitures 560,304 494,891 386,088 350,000
Investment Income 48,079 127,672 363,633 186,800
Contributions & Donations 22,725 40,281 53,649 17,000
Miscellaneous Revenue 142,560 190,689 162,202 150,154
subtotal 32,159,647$ 23,390,841$ 38,139,383$ 38,979,958$
Other Financing Sources
Proceeds From Sale Of Assets 5,313$ 13,079$ 30,860$ 10,000$
Bond Proceeds 689,868 25,376,842 17,000,000 -
Interfund Transfers In 33,585,858 4,942,408 3,416,855 5,734,380
Budgeted Fund Balance - - - 1,595,872
subtotal 34,281,038$ 30,332,329$ 20,447,715$ 7,340,252$
TOTAL REVENUES 66,440,686$ 53,723,169$ 58,587,098$ 46,320,210$
EXPENDITURES
General Government 10,313,188$ 9,284,620$ 20,937,211$ 4,293,534$
Judicial 277,241 279,811 423,698 429,975
Public Safety 12,041,300 11,782,028 15,853,450 14,304,360
Public Works 7,323,405 3,034,654 16,563,612 13,007,069
Culture & Recreation 1,963,877 1,696,271 30,183,898 2,234,288
Housing & Development 816,691 1,233,965 2,164,050 1,513,050
Debt Service 153,529 1,208,834 1,584,128 2,561,811
Contingency - - - 397,816
Initiatives - - - 1,843,876
subtotal 32,889,231$ 28,520,183$ 87,710,047$ 40,585,779$
Other Financing Uses
Interfund Transfers Out 33,585,858$ 4,942,408$ 3,404,603$ 5,734,380$
Future Year Debt Service - - - 51
subtotal 33,585,858$ 4,942,408$ 3,404,603$ 5,734,431$
TOTAL EXPENDITURES 66,475,089$ 33,462,591$ 91,114,650$ 46,320,210$
Consolidated Budget Summary (All Funds)
FY 2016-FY 2019
*The FY 2018 Amended Budget reflects amendments pending approval of Mayor and Council as
well as project-length budget balances and line-items related to the approved bond issuance in the
Revenue Bond Fund. Unspent capital project appropriations as of 9/30/18 will carry forward to the
subsequent year's budget.
Special Revenue Funds Capital Projects Funds
General Fund Special
Events Fund
Confiscated
Assets Fund E911 Fund Hotel/Motel
Tax Fund
Capital
Projects Fund
Greenspace
Bond Fund
Capital Grant
Fund
Impact Fees
Fund TSPLOST Fund Total
REVENUES
Taxes
Property Taxes 14,666,500$ -$ -$ -$ -$ 110,000$ 1,709,426$ -$ -$ -$ 16,485,926$
Sales & Use Taxes 9,410,000 - - - 75,000 - - - - 6,000,000 15,485,000
Business & Other Taxes 2,869,000 - - - - - - - - - 2,869,000
Licenses & Permits 533,250 - - - - - - - - - 533,250
Intergovernmental Revenues 9,000 - - - - - - 405,528 - - 414,528
Charges for Services 505,800 - - 950,000 - 150,000 - - 882,500 - 2,488,300
Fines & Forfeitures 350,000 - - - - - - - - - 350,000
Investment Income 76,000 - - - - - 100,000 - - 10,800 186,800
Contributions & Donations - 17,000 - - - - - - - - 17,000
Miscellaneous Revenue 70,750 - - - - 79,404 - - - - 150,154
subtotal 28,490,300$ 17,000$ -$ 950,000$ 75,000$ 339,404$ 1,809,426$ 405,528$ 882,500$ 6,010,800$ 38,979,958$
Other Financing Sources
Proceeds From Sale Of Assets 10,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 10,000$
Interfund Transfers In 27,000 75,000 - - - 5,332,380 - 300,000 - - 5,734,380
Budgeted Fund Balance 715,635 12,348 69,389 - - 798,500 1,595,872
subtotal 752,635$ 87,348$ 69,389$ -$ -$ 5,332,380$ -$ 300,000$ -$ 798,500$ 7,340,252$
TOTAL REVENUES 29,242,935$ 104,348$ 69,389$ 950,000$ 75,000$ 5,671,784$ 1,809,426$ 705,528$ 882,500$ 6,809,300$ 46,320,210$
EXPENDITURES
General Government 4,096,782$ 104,348$ -$ -$ -$ 79,404$ -$ -$ 13,000$ -$ 4,293,534$
Judicial 429,975 - - - - - - - - - 429,975
Public Safety 12,010,951 - 69,389 950,000 - 1,201,520 - - 72,500 - 14,304,360
Public Works 2,552,555 - - - - 2,819,686 - 705,528 120,000 6,809,300 13,007,069
Culture & Recreation 1,364,148 - - - - 120,140 100,000 - 650,000 - 2,234,288
Housing & Development 1,403,414 - - - - 109,636 - - - - 1,513,050
Debt Service 852,436 - - - - - 1,709,375 - - - 2,561,811
Contingency 233,768 - - - - 164,048 - - - - 397,816
Initiatives 666,526 - - - - 1,177,350 - - - - 1,843,876
subtotal 23,610,555$ 104,348$ 69,389$ 950,000$ -$ 5,671,784$ 1,809,375$ 705,528$ 855,500$ 6,809,300$ 40,585,779$
Other Financing Uses
Interfund Transfers Out 5,632,380$ -$ -$ -$ 75,000$ -$ -$ -$ 27,000$ -$ 5,734,380$
Future Year Debt Service - - - - - - 51 - - - 51
subtotal 5,632,380$ -$ -$ -$ 75,000$ -$ 51$ -$ 27,000$ -$ 5,734,431$
TOTAL EXPENDITURES 29,242,935$ 104,348$ 69,389$ 950,000$ 75,000$ 5,671,784$ 1,809,426$ 705,528$ 882,500$ 6,809,300$ 46,320,210$
Consolidated Budget Summary (by Fund)
FY 2019
City-Wide Revenues
City-Wide Expenditures
Property Taxes,
$16,485,926 , 42%Sales & Use Taxes,
$15,485,000 , 40%
Business &
Other Taxes,
$2,869,000 , 7%
Licenses & Permits,
$533,250 , 1%
Intergovernmental,
$414,528 , 1%
Charges for
Services,
$2,488,300 , 6%
Fines & Forfeitures,
$350,000 , 1%
Investment Income,
$186,800 , 1%
Contributions &
Donations, $17,000
, <1%
Other /
Miscellaneous ,
$160,154 , 1%
General
Government,
$4,293,534 , 11%
Judicial, $429,975 ,
1%
Public Safety,
$14,304,360 , 35%Public Works,
$13,007,069 , 32%
Culture &
Recreation,
$2,234,288 , 5%
Housing &
Development,
$1,513,050 , 4%
Debt Service,
$2,561,811 , 6%
Contingency,
$397,816 , 1%
Initiatives,
$1,843,876 , 5%
Fund Fiscal Year Beginning
Fund Balance Revenues Expenditures Ending Fund
Balance
Increase /
(Decrease) % Change
GENERAL FUND
General Fund 2016 Actual 10,081,237$ 37,203,844$ 39,972,207$ 7,312,874$ (2,768,363)$ (27.5)
2017 Actual 7,312,874 18,079,756 22,051,982 3,340,647 (3,972,227) (54.3)
2018 Amended Budget*3,340,647 28,173,541 23,664,974 7,849,214 4,508,567 135.0
2019 Proposed Budget 7,849,214 28,527,300 29,242,935 7,133,579 (715,635) (9.1)
SPECIAL REVENUE FUNDS
Special Events Fund 2016 Actual 30,712$ 59,116$ 68,866$ 20,961$ (9,750)$ (31.7)
2017 Actual 20,961 75,753 68,006 28,708 7,746 37.0
2018 Amended Budget*28,708 112,090 106,728 34,070 5,362 18.7
2019 Proposed Budget 34,070 92,000 104,348 21,722 (12,348) (36.2)
Confiscated Assets Fund 2016 Actual 202,497$ 52,255$ 140,237$ 114,515$ (87,982)$ (43.4)
2017 Actual 114,515 22,225 758 135,981 21,466 18.7
2018 Amended Budget*135,981 12,831 79,422 69,390 (66,591) (49.0)
2019 Proposed Budget 69,390 - 69,389 1 (69,389) (100.0)
E911 Fund 2016 Actual 62,719$ 935,605$ 998,321$ 3$ (62,716)$ (100.0)
2017 Actual 3 923,104 923,107 - (3) (100.0)
2018 Amended Budget*- 930,000 930,000 - - -
2019 Proposed Budget - 950,000 950,000 - - -
Operating Grant Fund 2016 Actual -$ -$ -$ -$ -$ -
2017 Actual - - 300 (300) (300) -
2018 Amended Budget*(300) 19,452 19,152 - 300 (100.0)
2019 Proposed Budget - - - - - -
Hotel/Motel Tax Fund 2016 Actual -$ 66,218$ 66,218$ -$ -$ -
2017 Actual - 75,289 75,289 - - -
2018 Amended Budget*- 79,000 79,000 - - -
2019 Proposed Budget - 75,000 75,000 - - -
CAPITAL PROJECTS FUNDS
Capital Projects Fund (Primary)2016 Actual 7,224,493$ 20,165,019$ 12,491,729$ 14,897,782$ 7,673,289$ 106.2
2017 Actual 14,897,782 4,304,660 7,682,070 11,520,372 (3,377,410) (22.7)
2018 Amended Budget*11,520,372 1,523,462 13,025,946 17,888 (11,502,484) (99.8)
2019 Proposed Budget 17,888 5,671,784 5,671,784 17,888 - -
Greenspace Bond Fund 2016 Actual -$ -$ -$ -$ -$ -
2017 Actual - - - - - -
2018 Amended Budget*25,067,864 990,336 25,548,437 509,763 (24,558,101) (98.0)
2019 Proposed Budget 509,763 1,809,426 1,809,426 509,763 - -
Capital Grant Fund 2016 Actual (2,082,969)$ 3,525,134$ 957,168$ 484,997$ 2,567,966$ (123.3)
2017 Actual 484,997 540,288 224,749 800,535 315,539 65.1
2018 Amended Budget*800,535 926,731 1,727,266 - (800,535) (100.0)
2019 Proposed Budget - 705,528 705,528 - - -
Impact Fee Fund 2016 Actual -$ 916,728$ 916,728$ -$ -$ -
2017 Actual - 1,251,919 1,251,919 - - -
2018 Amended Budget*- 2,634,655 2,634,655 - - -
2019 Proposed Budget - 882,500 882,500 - - -
Revenue Bond Fund 2016 Actual 8,109,005$ 3,516,768$ 10,863,614$ 762,158$ (7,346,847)$ (90.6)
2017 Actual 762,158 - 762,158 - (762,158) (100.0)
2018 Amended Budget*- 17,000,000 17,000,000 - - -
2019 Proposed Budget - - - - - -
TSPLOST Fund 2016 Actual -$ -$ -$ -$ -$ -
2017 Actual - 3,025,990 65,929 2,960,061 2,960,061 -
2018 Amended Budget*2,960,061 6,185,000 6,299,071 2,845,990 (114,071) (3.9)
2019 Proposed Budget 2,845,990 6,809,300 6,809,300 2,845,990 - -
*The FY 2018 Amended Budget reflects amendments pending approval of Mayor and Council.
Projected Changes in Fund Balance
All Funds
FY 2019 Significant Changes in Fund Balance (+/- 10%)
Special Events Fund - The driving cause of the decrease in fund balance within this fund is the decision to not budget for an interfund transfer in from the
General Fund in FY 2019. Prior year transfers had built up a useable fund balance that will be budgeted in FY 2019 to ensure a balanced budget. This use of
fund balance will not affect the programming budgeted in this fund, nor does it preclude the City from using interfund transfers in future years to
supplement the budget if needed.
Confiscated Assets Fund - Milton does not currently have a representative on the High Intensity Drug Trafficking Areas program. The result of this has been a
decrease in revenues received in this fund over the past few years. That coupled with the unknown status of the pending cases in court led the City to
have no expectation for new revenues in FY 2019. Therefore, all funding will be budgeted from available fund balance causing the decline of (100%)
noted above.
General
Fund
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
REVENUES
Taxes
Property Taxes 13,594,274$ 3,400,887$ 13,866,712$ 14,666,500$ 799,788$ 5.8
Sales & Use Taxes 8,827,020 8,924,696 9,333,000 9,410,000 77,000 0.8
Business & Other Taxes 2,770,817 2,963,510 2,843,035 2,869,000 25,965 0.9
Licenses & Permits 784,946 616,148 579,147 533,250 (45,897) (7.9)
Intergovernmental Revenues 16,655 21,604 18,244 9,000 (9,244) (50.7)
Charges for Services 537,317 478,751 557,256 505,800 (51,456) (9.2)
Fines & Forfeitures 508,130 472,717 375,000 350,000 (25,000) (6.7)
Investment Income 45,333 79,348 123,400 76,000 (47,400) (38.4)
Contributions & Donations 11,165 30,410 19,297 - (19,297) (100.0)
Miscellaneous Revenue 121,786 66,514 84,802 70,750 (14,052) (16.6)
subtotal 27,217,442$ 17,054,585$ 27,799,893$ 28,490,300$ 690,407$ 2.5
Other Financing Sources
Proceeds From Sale Of Assets 5,313$ 13,079$ 30,860$ 10,000$ (20,860)$ (67.6)
Interfund Transfers In 9,981,090 1,012,092 342,788 27,000 (315,788) (92.1)
subtotal 9,986,402$ 1,025,171$ 373,648$ 37,000$ (336,648)$ (90.1)
TOTAL REVENUES 37,203,844$ 18,079,756$ 28,173,541$ 28,527,300$ 353,759$ 1.3
EXPENDITURES
Mayor & Council 146,527$ 137,387$ 162,385$ 178,229$ 15,844$ 9.8
City Clerk 163,966 169,689 353,535 224,957 (128,578) (36.4)
City Manager 687,710 656,272 721,631 748,114 26,483 3.7
General Administration 40,500 80,156 68,374 65,899 (2,475) (3.6)
Finance 409,321 431,203 502,429 507,921 5,492 1.1
Legal 307,816 261,278 329,000 295,000 (34,000) (10.3)
Information Technology 729,719 994,762 856,991 923,625 66,634 7.8
Human Resources 272,594 272,595 340,187 332,177 (8,010) (2.4)
Risk Management 243,715 242,644 258,600 272,707 14,107 5.5
General Government Buildings 386,420 369,346 197,970 222,928 24,958 12.6
Communications 276,877 166,604 198,926 196,479 (2,447) (1.2)
Community Outreach &
Engagement - 160,638 126,546 128,746 2,200 1.7
Municipal Court 275,541 279,811 423,698 429,975 6,277 1.5
Police 3,915,311 4,026,141 4,692,162 4,843,266 151,104 3.2
Fire 5,693,645 6,320,432 6,983,131 7,167,685 184,554 2.6
Public Works 1,971,467 1,909,045 2,559,403 2,552,555 (6,848) (0.3)
Parks & Recreation 1,118,753 1,149,728 1,399,682 1,364,148 (35,534) (2.5)
Community Development 638,599 886,285 1,123,903 1,182,555 58,652 5.2
Economic Development 74,653 175,414 273,911 220,859 (53,052) (19.4)
Debt Service - 852,512 852,136 852,436 300 0.0
Contingency - - - 233,768 233,768 -
M&O Initiatives - - - 666,526 666,526 -
subtotal 17,353,132$ 19,541,940$ 22,424,600$ 23,610,555$ 1,185,955$ 5.3
Other Financing Uses
Interfund Transfers Out 22,619,075$ 2,510,042$ 1,240,374$ 5,632,380$ 4,392,006$ 354.1
subtotal 22,619,075$ 2,510,042$ 1,240,374$ 5,632,380 4,392,006$ 354.1
TOTAL EXPENDITURES 39,972,207$ 22,051,982$ 23,664,974$ 29,242,935$ 5,577,961$ 23.6 /( )
Expenditures (2,768,363)$ (3,972,227)$ 4,508,567$ (715,635)$
Beginning Fund Balance 10,081,237 7,312,874 3,340,647 7,849,214
ENDING FUND BALANCE 7,312,874$ 3,340,647$ 7,849,214$ 7,133,579$
*The FY 2018 Amended Budget reflects amendments pending approval of Mayor and Council.
General Fund Budget Summary
OCT NOV DEC JAN FEB MAR
BEGINNING BALANCE 688,603$ 6,282,003$ 8,407,270$ 7,719,169$ 7,452,752$ 6,997,445$
INFLOWS
Revenues 8,040,251$ 4,586,137$ 1,153,670$ 1,575,353$ 1,236,001$ 1,671,001$
Interfund Transfers In - - - - - -
TOTAL INFLOWS 8,040,251$ 4,586,137$ 1,153,670$ 1,575,353$ 1,236,001$ 1,671,001$
OUTFLOWS
Expenditures 2,446,851 2,460,869 1,841,771 1,841,771 1,691,308 2,245,245
Interfund Transfers Out 469,365 469,365 469,365 469,365 469,365 469,365
TOTAL OUTFLOWS 10,487,101$ 7,047,006$ 2,995,441$ 3,417,124$ 2,927,309$ 3,916,246$
ENDING BALANCE 6,282,003 8,407,270 7,719,169 7,452,752 6,997,445 6,423,201
APR MAY JUN JUL AUG SEP
BEGINNING BALANCE 6,423,201$ 6,502,619$ 5,832,252$ 5,187,833$ 4,867,791$ 3,853,328$
INFLOWS
Revenues 1,877,059$ 1,106,854$ 1,097,434$ 1,535,274$ 1,064,863$ 3,556,403$
Interfund Transfers In - - - - - 27,000
TOTAL INFLOWS 1,877,059$ 1,106,854$ 1,097,434$ 1,535,274$ 1,064,863$ 3,583,403$
OUTFLOWS
Expenditures 1,797,641 1,777,222 1,741,853 1,855,316 2,079,326 1,831,383
Interfund Transfers Out 469,365 469,365 469,365 469,365 469,365 469,365
TOTAL OUTFLOWS 3,674,700$ 2,884,076$ 2,839,288$ 3,390,590$ 3,144,188$ 5,414,785$
ENDING BALANCE 6,502,619 5,832,252 5,187,833 4,867,791 3,853,328 5,578,348
FY 2019 General Fund Cash Flow Budget
Note: The beginning balance shown above was calculated using the projected fund balance for FY 2018 less current
general fund investments. Any additional idle funds will be considered for investment per the City's Cash and
Investment Policy.
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
TAXES
Property Taxes:
Real Property Tax - Current Year 9,893,278$ -$ 10,672,092$ 11,545,628$ 873,536$ 8.2
Public Utility Tax 73,381 90,621 95,502 95,000 (502) (0.5)
Real Property Tax - Prior Year 319,254 437,216 22,200 20,000 (2,200) (9.9)
Personal Property Tax - Current Year 193,676 - 201,887 186,287 (15,600) (7.7)
Personal Property Tax - Prior Year 4,672 4,863 3,200 3,200 - -
Motor Vehicle Tax 203,625 138,022 100,000 58,245 (41,755) (41.8)
Title Ad Valorem Tax (TAVT) 474,756 400,243 400,000 400,000 - -
Alternative Ad Valorem Tax (AAVT) 2,482 4,493 3,991 3,800 (191) (4.8)
Intangible Tax 265,700 251,957 220,000 215,000 (5,000) (2.3)
Real Estate Transfer Tax 105,114 83,502 95,000 100,000 5,000 5.3
Franchise Fees 2,058,336 1,985,394 - - - -
Electric - - 1,160,000 1,200,000 40,000 3.4
Gas - - 313,600 312,000 (1,600) (0.5)
Cable - - 460,000 500,000 40,000 8.7
Telephone - - 25,000 23,300 (1,700) (6.8)
Cell/Fiber/Telecommunications - 4,576 94,240 4,040 (90,200) (95.7)
subtotal 13,594,274 3,400,887 13,866,712 14,666,500 799,788 5.8
Sales & Use Taxes:
Local Option Sales Tax 8,528,916$ 8,617,970$ 9,035,000$ 9,100,000$ 65,000$ 0.7
Alcohol Beverage Excise 298,104 306,680 298,000 310,000 12,000 4.0
Fireworks Excise Tax - 47 - - - -
subtotal 8,827,020 8,924,696 9,333,000 9,410,000 77,000 0.8
Business Taxes:
Business & Occupation Tax 649,271$ 711,817$ 780,000$ 810,000$ 30,000$ 3.8
Insurance Premium Tax 2,041,691 2,182,711 2,000,000 2,000,000 - -
Financial Institutions Tax 46,001 38,150 43,387 40,000 (3,387) (7.8)
subtotal 2,736,964 2,932,678 2,823,387 2,850,000 26,613 0.9
Other Taxes:
Penalties & Interest On Delinquent Taxes 26,608$ 21,023$ 10,700$ 10,700$ -$ -
Penalties & Interest On Alcoholic Beverage
Excise Tax 584 511 200 300 100 50.0
Penalties & Interest On Business &
Occupation Tax 6,661 9,298 8,748 8,000 (748) (8.6)
subtotal 33,853 30,832 19,648 19,000 (648) (3.3)
TOTAL TAXES 25,192,111$ 15,289,093$ 26,042,747$ 26,945,500$ 902,753$ 3.5
LICENSES & PERMITS
Alcohol Beverage Licenses 144,150$ 148,995$ 155,000$ 155,000$ -$ -
Advertising Fee 1,200 3,000 2,200 - (2,200) (100.0)
Pouring Permit 5,745 4,620 6,000 6,000 - -
Public Facilities Alcohol Permit 300 320 900 500 (400) (44.4)
Solicitation Permit 1,170 4,485 1,000 1,000 - -
Zoning & Land Use Permits 6,950 4,300 7,650 2,500 (5,150) (67.3)
Land Disturbance Permits 161,493 58,498 39,000 7,500 (31,500) (80.8)
Modification 350 1,400 350 350 - -
Variance 4,850 4,600 5,750 5,000 (750) (13.0)
Seasonal & Special Events 710 900 1,070 900 (170) (15.9)
Sign Permits 8,949 5,008 7,700 6,000 (1,700) (22.1)
Film & Media Permit Fee 1,200 1,200 1,000 1,000 - -
Tree Removal Permit - - 11,000 8,000 (3,000) (27.3)
Building Permits 438,913 371,808 335,000 335,000 - -
General Fund Revenue Detail
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
General Fund Revenue Detail
NPDES Fees 4,898 1,673 1,500 1,500 - -
Penalties & Interest On Delinquent Licenses
& Permits 4,068 5,340 4,027 3,000 (1,027) (25.5)
TOTAL LICENSES & PERMITS 784,946$ 616,148$ 579,147$ 533,250$ (45,897)$ (7.9)
INTERGOVERNMENTAL REVENUES
Federal Government Grants 4,655$ 1,804$ -$ -$ -$ -
Local Government Grants 12,000 11,640 9,244 - (9,244) (100.0)
Loc Govt Shared Rev/School Bus Stop Arm
Violations - 8,160 9,000 9,000 - -
TOTAL INTERGOVERNMENTAL GRANTS 16,655$ 21,604$ 18,244$ 9,000$ (9,244)$ (50.7)
CHARGES FOR SERVICES
Administrative Fees 192,118$ 185,530$ 174,500$ 163,000$ (11,500)$ (6.6)
Planning & Development Fees 137,535 123,150 126,250 114,250 (12,000) (9.5)
Open Records Fees 696 1,131 1,950 2,500 550 28.2
Other Charges For Services 12,800 11,001 23,000 21,500 (1,500) (6.5)
Special Police Services Fees 5,400 3,600 14,000 10,000 (4,000) (28.6)
Special Fire Services Fees 12,026 12,320 11,900 12,900 1,000 8.4
Fingerprinting Fee 5,105 7,458 27,500 20,000 (7,500) (27.3)
Medical Reimbursement (E911) 423 - 1,675 - (1,675) (100.0)
Other Public Safety Fees 2,943 1,350 1,000 - (1,000) (100.0)
Background Check Fees 14,900 14,750 13,500 14,000 500 3.7
Activity Fees 153,070 112,603 161,403 147,350 (14,053) (8.7)
Event Admission Fees - 5,617 278 - (278) (100.0)
Other Charges For Services 300 240 300 300 - -
TOTAL CHARGES FOR SERVICES 537,317$ 478,751$ 557,256$ 505,800$ (51,456)$ (9.2)
FINES & FORFEITURES
Court Fines & Forfeitures 508,130$ 472,717$ 375,000$ 350,000$ (25,000)$ (6.7)
TOTAL FINES & FORFEITURES 508,130$ 472,717$ 375,000$ 350,000$ (25,000)$ (6.7)
INVESTMENT INCOME
Interest Revenues 508$ 1,370$ 1,400$ 1,000$ (400)$ (28.6)
Realized Gain Or Loss 44,825 77,978 122,000 75,000 (47,000) (38.5)
TOTAL INVESTMENT INCOME 45,333$ 79,348$ 123,400$ 76,000$ (47,400)$ (38.4)
CONTRIBUTIONS & DONATIONS
Donation Revenues 11,165$ 30,410$ 19,297$ -$ (19,297)$ (100.0)
TOTAL CONTRIBUTIONS & DONATIONS 11,165$ 30,410$ 19,297$ -$ (19,297)$ (100.0)
MISCELLANEOUS REVENUE
Rents & Royalties 77,534$ -$ -$ -$ -$ -
Facility Rentals 24,788 18,215 34,930 30,750 (4,180) (12.0)
Reimbursement For Damaged Property 12,534 38,567 24,872 - (24,872) (100.0)
Other Miscellaneous Revenue 6,930 9,731 25,000 40,000 15,000 60.0
TOTAL MISCELLANEOUS REVENUE 121,786$ 66,514$ 84,802$ 70,750$ (14,052)$ (16.6)
OTHER FINANCING SOURCES
Proceeds From Sale Of Assets 5,313$ 13,079$ 30,860$ 10,000$ (20,860)$ (67.6)
Operating Transfers In
From Hotel/Motel Tax Fund 19,218 20,000 - - - -
From Capital Project Fund - 243,000 315,788 - (315,788) (100.0)
From Revenue Bond Fund 9,935,171 712,604 - - - -
From Impact Fees Fund/Admin 26,701 36,488 27,000 27,000 - -
TOTAL OTHER FINANCING SOURCES 9,986,402$ 1,025,171$ 373,648$ 37,000$ (336,648)$ (90.1)
TOTAL REVENUES 37,203,845$ 18,079,755$ 28,173,541$ 28,527,300$ 353,759$ 1.3
General Fund Revenues
Property Taxes,
$14,666,500 , 52%Sales & Use Taxes,
$9,410,000 , 33%
Business & Other
Taxes, $2,869,000 ,
10%
Licenses & Permits,
$533,250 , 2%
Intergovernmental,
$9,000 , <1%
Charges for
Services, $505,800 ,
2%
Fines & Forfeitures,
$350,000 , 1%Investment Income,
$76,000 , <1%Other /
Miscellaneous ,
$80,750 , <1%
Interfund Transfers
In, $27,000 , <1%
General Fund Major Revenue Sources
Taxes make up 94% or $26,945,500 of budgeted revenues in Fiscal Year 2019 (all revenue figures
detailed exclude budgeted fund balance). Historically, taxes have always been the City’s most
significant revenue source. According to the Georgia Uniform Chart of Accounts, taxes include:
general property taxes, general sales & use taxes, selective sales & use taxes, local option income
taxes, business taxes, and other taxes (penalties & interest).
Property Taxes
The City of Milton’s main source of revenue is property taxes. Property taxes are made up of
real and personal property taxes, motor vehicle taxes, taxes on intangibles, and franchise taxes.
In FY 2019 property taxes represent 51% or $14,666,500 of total revenues. This category is
anticipated to increase by $799,788 or 5.8% from FY 2018. This growth is a result of reassessments
of existing real property, new development, and other changes in the tax digest. In an effort to
create some relief for citizens, the Mayor and Council approved a rollback of the 2018 millage
rate from 4.731 mills to 4.390, the first rollback since the City’s incorporation in 2006.
In FY 2019, 81% or $11,850,115 of the property tax category is made up of real and personal
taxes, and 14% or $2,039,340 is derived from franchise taxes on electric, gas, cable, telephone,
and cell/fiber/telecommunications. Franchise taxes are charges to utility companies for the
privilege of operating within municipal boundaries, and are routine/common practice for
municipalities across the state and country.
Property Taxes – 10-Year History
Note: The spike seen in FY 2010 is attributable to the delayed billing of property taxes in FY 2009,
and the drop in FY 2017 activity is attributable to the delayed billing of property taxes in that
year. A spike is not seen in FY 2018 as a result of the decision to change the fiscal year in which
the City would account for property tax revenues in order to avoid issues with delayed billing
cycles going forward. Ultimately this decision resulted in one year (FY 2017) without any
collections for current year real and personal property taxes.
Sales & Use Taxes
The City’s second largest revenue grouping is sales & use taxes. Sales & use taxes are broken
into two categories: general and selective. Milton’s general sales & use tax revenues come
from its distribution of the local option sales tax (LOST) that was negotiated between Fulton
County and the municipalities therein in 2013. Milton’s share under the current plan is 3.3% of
total collections. FY 2019’s budget forecasts $9.1 million in LOST revenues, an increase of $65,000
from the FY 2018 amended budget. Milton’s General Fund selective sales & use taxes are com-
prised of excise taxes on alcohol beverages and sales of fireworks. An excise tax is a tax levied
on the manufacture, sale, or consumption of a commodity.
Sales & Use Taxes – 10-Year History
Note: The increase in LOST revenues seen in FY 2014 is a direct result of the renegotiated
distributions agreed to at the end of calendar year 2013.
Business Taxes
Milton’s third largest revenue source is business taxes. Business taxes include: business and
occupation taxes, insurance premium taxes, and financial institutions taxes. This category
accounts for $2,850,000, or 10% of budgeted revenues in FY 2019 an increase of $26,613 from
FY 2018. Within this category insurance premium taxes make up 70% or $2,000,000 of the
$2,850,000 projection. This revenue is derived from a tax on the premiums paid for insurance
policies.
Business and occupation taxes are assessed to those individuals or businesses conducting their
operations within the City limits. The FY 2019 budget for these tax collections is $810,000, up
$30,000 from FY 2018. Efforts made by staff to notify businesses of delinquent tax certificates has
resulted in an increase to this revenue line in recent years. Lastly, the financial institutions tax,
a gross receipts tax levied on banks, credit unions, savings and loans institutions, and other
financial institutions doing business in the City of Milton, is expected to bring in $40,000, a slight
decline of $3,387 from last fiscal year.
Business Taxes – 10-Year History
Taxes make up 94% or $26,945,500 of budgeted revenues in Fiscal Year 2019 (all revenue figures
detailed exclude budgeted fund balance). Historically, taxes have always been the City’s most
significant revenue source. According to the Georgia Uniform Chart of Accounts, taxes include:
general property taxes, general sales & use taxes, selective sales & use taxes, local option income
taxes, business taxes, and other taxes (penalties & interest).
Property Taxes
The City of Milton’s main source of revenue is property taxes. Property taxes are made up of
real and personal property taxes, motor vehicle taxes, taxes on intangibles, and franchise taxes.
In FY 2019 property taxes represent 51% or $14,666,500 of total revenues. This category is
anticipated to increase by $799,788 or 5.8% from FY 2018. This growth is a result of reassessments
of existing real property, new development, and other changes in the tax digest. In an effort to
create some relief for citizens, the Mayor and Council approved a rollback of the 2018 millage
rate from 4.731 mills to 4.390, the first rollback since the City’s incorporation in 2006.
In FY 2019, 81% or $11,850,115 of the property tax category is made up of real and personal
taxes, and 14% or $2,039,340 is derived from franchise taxes on electric, gas, cable, telephone,
and cell/fiber/telecommunications. Franchise taxes are charges to utility companies for the
privilege of operating within municipal boundaries, and are routine/common practice for
municipalities across the state and country.
Property Taxes – 10-Year History
Note: The spike seen in FY 2010 is attributable to the delayed billing of property taxes in FY 2009,
and the drop in FY 2017 activity is attributable to the delayed billing of property taxes in that
year. A spike is not seen in FY 2018 as a result of the decision to change the fiscal year in which
the City would account for property tax revenues in order to avoid issues with delayed billing
cycles going forward. Ultimately this decision resulted in one year (FY 2017) without any
collections for current year real and personal property taxes.
Sales & Use Taxes
The City’s second largest revenue grouping is sales & use taxes. Sales & use taxes are broken
into two categories: general and selective. Milton’s general sales & use tax revenues come
from its distribution of the local option sales tax (LOST) that was negotiated between Fulton
County and the municipalities therein in 2013. Milton’s share under the current plan is 3.3% of
total collections. FY 2019’s budget forecasts $9.1 million in LOST revenues, an increase of $65,000
from the FY 2018 amended budget. Milton’s General Fund selective sales & use taxes are com-
prised of excise taxes on alcohol beverages and sales of fireworks. An excise tax is a tax levied
on the manufacture, sale, or consumption of a commodity.
Sales & Use Taxes – 10-Year History
Note: The increase in LOST revenues seen in FY 2014 is a direct result of the renegotiated
distributions agreed to at the end of calendar year 2013.
Business Taxes
Milton’s third largest revenue source is business taxes. Business taxes include: business and
occupation taxes, insurance premium taxes, and financial institutions taxes. This category
accounts for $2,850,000, or 10% of budgeted revenues in FY 2019 an increase of $26,613 from
FY 2018. Within this category insurance premium taxes make up 70% or $2,000,000 of the
$2,850,000 projection. This revenue is derived from a tax on the premiums paid for insurance
policies.
Business and occupation taxes are assessed to those individuals or businesses conducting their
operations within the City limits. The FY 2019 budget for these tax collections is $810,000, up
$30,000 from FY 2018. Efforts made by staff to notify businesses of delinquent tax certificates has
resulted in an increase to this revenue line in recent years. Lastly, the financial institutions tax,
a gross receipts tax levied on banks, credit unions, savings and loans institutions, and other
financial institutions doing business in the City of Milton, is expected to bring in $40,000, a slight
decline of $3,387 from last fiscal year.
Business Taxes – 10-Year History
Taxes make up 94% or $26,945,500 of budgeted revenues in Fiscal Year 2019 (all revenue figures
detailed exclude budgeted fund balance). Historically, taxes have always been the City’s most
significant revenue source. According to the Georgia Uniform Chart of Accounts, taxes include:
general property taxes, general sales & use taxes, selective sales & use taxes, local option income
taxes, business taxes, and other taxes (penalties & interest).
Property Taxes
The City of Milton’s main source of revenue is property taxes. Property taxes are made up of
real and personal property taxes, motor vehicle taxes, taxes on intangibles, and franchise taxes.
In FY 2019 property taxes represent 51% or $14,666,500 of total revenues. This category is
anticipated to increase by $799,788 or 5.8% from FY 2018. This growth is a result of reassessments
of existing real property, new development, and other changes in the tax digest. In an effort to
create some relief for citizens, the Mayor and Council approved a rollback of the 2018 millage
rate from 4.731 mills to 4.390, the first rollback since the City’s incorporation in 2006.
In FY 2019, 81% or $11,850,115 of the property tax category is made up of real and personal
taxes, and 14% or $2,039,340 is derived from franchise taxes on electric, gas, cable, telephone,
and cell/fiber/telecommunications. Franchise taxes are charges to utility companies for the
privilege of operating within municipal boundaries, and are routine/common practice for
municipalities across the state and country.
Property Taxes – 10-Year History
Note: The spike seen in FY 2010 is attributable to the delayed billing of property taxes in FY 2009,
and the drop in FY 2017 activity is attributable to the delayed billing of property taxes in that
year. A spike is not seen in FY 2018 as a result of the decision to change the fiscal year in which
the City would account for property tax revenues in order to avoid issues with delayed billing
cycles going forward. Ultimately this decision resulted in one year (FY 2017) without any
collections for current year real and personal property taxes.
Sales & Use Taxes
The City’s second largest revenue grouping is sales & use taxes. Sales & use taxes are broken
into two categories: general and selective. Milton’s general sales & use tax revenues come
from its distribution of the local option sales tax (LOST) that was negotiated between Fulton
County and the municipalities therein in 2013. Milton’s share under the current plan is 3.3% of
total collections. FY 2019’s budget forecasts $9.1 million in LOST revenues, an increase of $65,000
from the FY 2018 amended budget. Milton’s General Fund selective sales & use taxes are com-
prised of excise taxes on alcohol beverages and sales of fireworks. An excise tax is a tax levied
on the manufacture, sale, or consumption of a commodity.
Sales & Use Taxes – 10-Year History
Note: The increase in LOST revenues seen in FY 2014 is a direct result of the renegotiated
distributions agreed to at the end of calendar year 2013.
Business Taxes
Milton’s third largest revenue source is business taxes. Business taxes include: business and
occupation taxes, insurance premium taxes, and financial institutions taxes. This category
accounts for $2,850,000, or 10% of budgeted revenues in FY 2019 an increase of $26,613 from
FY 2018. Within this category insurance premium taxes make up 70% or $2,000,000 of the
$2,850,000 projection. This revenue is derived from a tax on the premiums paid for insurance
policies.
Business and occupation taxes are assessed to those individuals or businesses conducting their
operations within the City limits. The FY 2019 budget for these tax collections is $810,000, up
$30,000 from FY 2018. Efforts made by staff to notify businesses of delinquent tax certificates has
resulted in an increase to this revenue line in recent years. Lastly, the financial institutions tax,
a gross receipts tax levied on banks, credit unions, savings and loans institutions, and other
financial institutions doing business in the City of Milton, is expected to bring in $40,000, a slight
decline of $3,387 from last fiscal year.
Business Taxes – 10-Year History
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries 8,776,028$ 9,363,225$ 10,035,554$ 10,349,442$ 313,888$ 3.1
Employee Benefits 2,980,069 3,299,960 3,850,434 4,032,820 182,386 4.7
TOTAL PERSONAL SERVICES &
EMPLOYEE BENEFITS 11,756,097$ 12,663,185$ 13,885,988$ 14,382,262$ 496,274$ 3.6
MAINTENANCE & OPERATIONS
Professional Services 987,203$ 988,139$ 1,526,033$ 1,189,352$ (336,681)$ (22.1)
Property Services 697,054 768,683 844,693 855,469 10,776 1.3
Other Purchased Services 1,772,719 2,047,963 3,390,850 3,543,173 152,323 4.5
Supplies 256,380 396,444 438,873 423,330 (15,543) (3.5)
Utilities 500,126 539,876 638,059 612,810 (25,249) (4.0)
Fuel 142,195 152,130 176,343 171,516 (4,827) (2.7)
Capital Outlay 1,016,119 769,315 292,012 291,910 (102) (0.0)
Other Costs 4,295 1,714 18,000 27,100 9,100 50.6
M&O Initiatives 666,526 666,526 -
TOTAL MAINTENANCE & OPERATIONS 5,376,091$ 5,664,264$ 7,324,863$ 7,781,186$ 456,323$ 6.2
DEBT SERVICE
Bond (Bell Memorial Park)-$ 852,512$ 852,136$ 852,436$ 300$ 0.0
Capital Lease (Fire Apparatus)220,944 361,979 361,613 360,903 (710) (0.2)
TOTAL DEBT SERVICE 220,944$ 1,214,491$ 1,213,749$ 1,213,339$ (410)$ (0.0)
OTHER COSTS
Contingency -$ -$ -$ 233,768$ 233,768$ -
TOTAL OTHER COSTS -$ -$ -$ 233,768$ 233,768$ -
OTHER FINANCING USES
Interfund Transfers Out
To Capital Projects Fund 18,882,220$ 2,499,174$ 1,194,174$ 5,332,380$ 4,138,206$ 346.5
To Capital Grant Fund 911,202 318 28,750 300,000 271,250 943.5
To Revenue Bond Fund 2,825,653 - - - - -
To Special Events Fund - 10,550 17,450 - (17,450) (100.0)
To Confiscated Assets Fund - - - - - -
TOTAL OTHER FINANCING USES 22,619,075$ 2,510,042$ 1,240,374$ 5,632,380$ 4,392,006$ 354.1
TOTAL EXPENDITURES 39,972,207$ 22,051,982$ 23,664,974$ 29,242,935$ 5,577,961$ 23.6
General Fund Expenditures by Category
GENERAL FUND
EXPENDITURES BY DEPARTMENT
Mayor and City Council
In Milton’s form of
government, the Mayor
is the chief executive
officer of the city
government, a member
of and the presiding
officer of the city
council, and responsible
for the efficient and
orderly administration
of the city's affairs, and
the Council serves as
the legislative branch of
municipal government.
Milton’s elected officials
are responsible for
ensuring the citizens’
vision for their
community is fulfilled
and developing the
policies that are
necessary for city staff
to implement that
community vision.
General Fund $178,229
Capital Projects Fund $79,404
FY19 Expenditures
by Fund:
FY19 General Fund Expenditures By Category
Supplies
$2,800 , 2%
Other Costs
$300 , <1%
Purchased /
Contracted Services
$53,310 , 30%Personal Services
& Employee Benefits
$121,819 , 68%
FY16
Total Activity
FY17
Total Activity
FY18
AmendedBudget*
FY2019
ProposedBudget
$200,000
$150,000
$100,000
$50,000
$ –
$146,572 $137,387$137,387
$162,385 $178,229
Year Over Year History of General Fund Expenditures
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 101,777$ 101,000$ 101,000$ 101,001$ 1$ 0.0
Stipend 3,926 4,272 15,000 15,000 - -
Employee Benefits 5,881 5,731 5,834 5,818 (16) (0.3)
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 111,584$ 111,004$ 121,834$ 121,819$ (15)$ (0.0)
PURCHASED/CONTRACTED SERVICES
Professional Fees -$ -$ 316$ 10,000$ 9,684$ 3,064.6
Rental Equipment & Vehicles 621 - - - - -
Advertising 1,487 1,896 1,800 1,500 (300) (16.7)
Printing 559 289 830 450 (380) (45.8)
Travel 5,512 6,385 12,526 15,650 3,124 24.9
Dues & Fees 15,301 10,498 10,700 11,000 300 2.8
Education & Training 6,330 4,795 10,579 14,710 4,131 39.0
TOTAL PURCHASED/CONTRACTED SERVICES 29,809$ 23,863$ 36,751$ 53,310$ 16,559$ 45.1
SUPPLIES
General Supplies 3,826$ 1,190$ 2,000$ 2,000$ -$ -
Food & Meals 901 443 800 800 - -
TOTAL SUPPLIES 4,727$ 1,633$ 2,800$ 2,800$ -$ -
OTHER COSTS
Payment To Others 407$ 888$ 1,000$ 300$ (700)$ (70.0)
TOTAL OTHER COSTS 407$ 888$ 1,000$ 300$ (700)$ (70.0)
TOTAL MAYOR & COUNCIL 146,527$ 137,387$ 162,385$ 178,229$ 15,844$ 9.8
Mayor & Council General Fund Expenditures
City Clerk
The City Clerk is
responsible for
documenting the
business of government
and helping ensure
government transparency.
Milton’s Clerk facilitates
and documents monthly
city council meetings,
publishes ordinances
and resolutions, and
is responsible for all
aspects of public
records management
including the fulfillment
of open records requests
and serving as the
elections manager.
General Fund $224,957
M&O Initiatives $6,612
FY19 Expenditures
by Fund:
FY19 General Fund Expenditures By Category
Supplies
$1,000 , 1%
Purchased /
Contracted Services
$45,778 , 20%
Personal Services
& Employee Benefits
$178,179 , 79%
FY16
Total Activity
FY17
Total Activity
FY18
AmendedBudget*
FY2019
ProposedBudget
$400,000
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$ –
$163,966 $169,689$169,689
$353,535
$224,957
Year Over Year History of General Fund Expenditures
Note: The spike in FY 2018 is due to the budget requirements for elections according to the City's IGA with Fulton County.
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 108,266$ 118,720$ 124,408$ 128,141$ 3,733$ 30.0
Employee Benefits 16,194 28,796 47,041 50,038 2,997 63.7
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 124,460$ 147,516$ 171,449$ 178,179$ 6,730$ 3.9
PURCHASED/CONTRACTED SERVICES
Professional Fees -$ -$ 145,441$ 9,813$ (135,628)$ (932.5)
Communications 711 720 720 720 - -
Postage 74 111 100 100 - -
Advertising 1,046 2,308 2,100 1,500 (600) (285.7)
Printing - 83 1,200 600 (600) (500.0)
Travel 471 989 1,600 2,050 450 281.3
Dues & Fees 75 75 120 125 5 41.7
Education & Training 415 460 915 870 (45) (49.2)
Maintenance Contracts 36,546 16,970 29,184 30,000 816 28.0
TOTAL PURCHASED/CONTRACTED SERVICES 39,338$ 21,716$ 181,380$ 45,778$ (135,602)$ (74.8)
SUPPLIES
General Supplies 169$ 457$ 706$ 1,000$ 294$ 416.4
TOTAL SUPPLIES 169$ 457$ 706$ 1,000$ 294$ 41.6
TOTAL CITY CLERK 163,966$ 169,689$ 353,535$ 224,957$ (128,578)$ (36.4)
City Clerk General Fund Expenditures
City Manager
The department
serves as the city’s
administrative manager
based on Milton’s
council-manager form
of municipal government,
directing a variety of
administrative processes
that allow a city
government to operate
efficiently and effectively.
The department includes
a city manager,
appointed by the
Mayor, and two assistant
city managers.
General Fund $748,114FY19 Expenditures
by Fund:
FY19 General Fund Expenditures By Category
Supplies
$2,250 , <1%Purchased /
Contracted Services
$50,938 , 7%
Personal Services
& Employee Benefits
$694,926
FY16
Total Activity
FY17
Total Activity
FY18
AmendedBudget*
FY2019
ProposedBudget
$760,000
$740,000
$720,000
$700,000
$680,000
$640,000
$620,000
$600,000
$687,710
$656,272$656,272
$721,631
$748,114
Year Over Year History of General Fund Expenditures
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 472,722$ 505,432$ 523,752$ 538,900$ 15,148$ 2.9
Car Allowance 2,686 - - - - -
Employee Benefits 146,564 130,383 145,700 156,026 10,326 7.1
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 621,972$ 635,815$ 669,452$ 694,926$ 25,474$ 3.8
PURCHASED/CONTRACTED SERVICES
Professional Fees 27,415$ 3,750$ 16,179$ 29,415$ 13,236$ 81.8
Rental Equipment & Vehicles 165 - - - - -
Communications 2,530 3,397 3,528 3,156 (372) (10.5)
Postage 127 112 300 100 (200) (66.7)
Advertising - - 200 - (200) (100.0)
Printing 509 967 500 500 - -
Travel 9,297 479 6,664 4,292 (2,372) (35.6)
Dues & Fees 13,108 8,971 6,885 4,275 (2,610) (37.9)
Education & Training 10,455 2,072 6,745 4,300 (2,445) (36.2)
Maintenance Contracts - - 4,900 4,900 - -
TOTAL PURCHASED/CONTRACTED SERVICES 63,607$ 19,748$ 45,901$ 50,938$ 5,037$ 11.0
SUPPLIES
General Supplies 733$ 192$ 4,750$ 750$ (4,000)$ (84.2)
Food & Meals 1,324 482 1,500 1,500 - -
TOTAL SUPPLIES 2,057$ 674$ 6,250$ 2,250$ (4,000)$ (64.0)
CAPITAL OUTLAYS
Machinery & Equipment 74$ 35$ 28$ -$ (28)$ (100.0)
TOTAL CAPITAL OUTLAYS 74$ 35$ 28$ -$ (28)$ (100.0)
TOTAL CITY MANAGER 687,710$ 656,272$ 721,631$ 748,114$ 26,483$ 3.7
City Manager General Fund Expenditures
Finance
The Finance Department
plays a critical role in the
city’s financial health,
stability and execution
of each department’s
strategic goals. In
addition to being
responsible for
administering Milton’s
occupational tax,
managing alcohol
licenses, billing annual
property taxes, and
directing the city’s
procurement process,
the department serves
as the cash manager
for the city. Finance
also prepares the
annual budget and
Comprehensive Annual
Financial Report (CAFR)
ensuring adherence to
all federal, state, and
local laws.
General Fund $507,921
M&O Initiatives $33,924
Capital Initiatives $250,000
FY19 Expenditures
by Fund:
FY19 General Fund Expenditures By Category
Supplies
$612 , <1%
Capital Outlays
$1,500 , 1%
Purchased /
Contracted Services
$133,153 , 26%
Personal Services
& Employee Benefits
$372,656 , 74%
FY16
Total Activity
FY17
Total Activity
FY18
AmendedBudget*
FY2019
ProposedBudget
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$ –
$409,321 $431,203
$502,429 $507,921
Year Over Year History of General Fund Expenditures
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 236,182$ 246,689$ 257,178$ 265,793$ 8,615$ 3.3
Employee Benefits 67,568 81,090 89,865 106,863 16,998 18.9
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 303,750$ 327,778$ 347,043$ 372,656$ 25,613$ 7.4
PURCHASED/CONTRACTED SERVICES
Administrative Fees 46,597$ 55,653$ 47,134$ 35,000$ (12,134)$ (25.7)
Professional Fees 36,013 34,077 33,500 34,500 1,000 3.0
Communications 711 720 720 720 - -
Postage 6,270 295 10,400 6,500 (3,900) (37.5)
Advertising 4,785 6,103 6,500 4,500 (2,000) (30.8)
Printing 4,404 1,571 9,288 5,088 (4,200) (45.2)
Travel 1,134 1,401 3,090 3,208 118 3.8
Dues & Fees 1,091 1,063 1,294 1,294 - -
Education & Training 1,012 1,173 4,828 4,430 (398) (8.2)
Maintenance Contracts 368 1,095 35,720 37,913 2,193 6.1
TOTAL PURCHASED/CONTRACTED SERVICES 102,385$ 103,151$ 152,474$ 133,153$ (19,321)$ (12.7)
SUPPLIES
General Supplies 170$ 198$ 800$ 500$ (300)$ (37.5)
Books & Periodicals - - 112 112 - -
TOTAL SUPPLIES 170$ 198$ 912$ 612$ (300)$ (32.9)
CAPITAL OUTLAYS
Furniture & Fixtures 150$ -$ 500$ -$ (500)$ (100.0)
Machinery & Equipment - - 1,500 1,500 - -
TOTAL CAPITAL OUTLAYS 150$ -$ 2,000$ 1,500$ (500)$ (25.0)
OTHER COSTS
Interest Due On Tax Refunds 2,865$ 76$ -$ -$ -$ -
TOTAL OTHER COSTS 2,865$ 76$ -$ -$ -$ -
TOTAL FINANCE 409,321$ 431,203$ 502,429$ 507,921$ 5,492$ 1.1
Finance General Fund Expenditures
Information Technology (IT)
The department serves
as the foundation for
all city services and
programs by supporting
city departments and
staff with applications
management, network
and telecommunications
services, and identifying
and procuring IT solutions
necessary for operating
an efficient and effective
city government.
From desktop computers
at City Hall to mobile
public safety computers,
Milton IT helps ensure
the day-to-day operations
of city services.
General Fund $923,625
M&O Initiatives $46,600
Capital Initiatives $457,000
FY19 Expenditures
by Fund:
FY19 General Fund Expenditures By Category
Capital Outlays
$112,592 , 12%
Purchased /
Contracted Services
$677,824 , 73%
Personal Services
& Employee Benefits
$133,209 , 15%
$1,000,000
$800,000
$600,000
$400,000
$200,000
$ –
$994,762
$729,719
$856,991 $923,625
FY16
Total Activity
FY17
Total Activity
FY18
AmendedBudget*
FY2019
ProposedBudget
Year Over Year History of General Fund Expenditures
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 91,284$ 93,210$ 96,266$ 98,948$ 2,682$ 2.8
Employee Benefits 34,398 37,968 38,633 34,261 (4,372) (11.3)
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 125,682$ 131,179$ 134,899$ 133,209$ (1,690)$ (1.3)
PURCHASED/CONTRACTED SERVICES
Professional Fees 175$ 10,735$ 68,000$ 7,750$ (60,250)$ (88.6)
Communications 100,321 158,679 169,819 179,749 9,930 5.8
Postage - 576 250 250 - -
Printing - 41 50 50 - -
Travel 33 971 884 4,392 3,508 396.8
Dues & Fees 20 20 20 20 - -
Education & Training 40 325 325 650 325 100.0
Maintenance Contracts 449,763 550,417 402,262 484,963 82,701 20.6
TOTAL PURCHASED/CONTRACTED SERVICES 550,352$ 721,764$ 641,610$ 677,824$ 36,214$ 5.6
SUPPLIES
General Supplies 1,911$ 4,065$ -$ -$ -$ -
Cable/Direct Tv - 215 - - - -
TOTAL SUPPLIES 1,911$ 4,280$ -$ -$ -$ -
CAPITAL OUTLAYS
Machinery & Equipment 51,774$ 137,540$ 80,482$ 112,592$ 32,110$ 39.9
TOTAL CAPITAL OUTLAYS 51,774$ 137,540$ 80,482$ 112,592$ 32,110$ 39.9
TOTAL INFORMATION TECHNOLOGY 729,719$ 994,762$ 856,991$ 923,625$ 66,634$ 7.8
Information Technology General Fund Expenditures
Human Resources
The importance of
people to an organization
Milton’s size cannot be
underestimated. As such,
Human Resources is
dedicated to providing
services that promote
a work environment that
can be characterized
by fair treatment of staff,
open communications,
and boasts an inspired,
talented and effective
workforce who are the
face of the City.
General Fund $332,177FY19 Expenditures
by Fund:
FY19 General Fund Expenditures By Category
Supplies
$5,369 , 1%
Capital Outlays
$300 , <1%
Purchased /
Contracted Services
$118,362 , 36%Personal Services
& Employee Benefits
$208,146 , 63%
FY16
Total Activity
FY17
Total Activity
FY18
AmendedBudget*
FY2019
ProposedBudget
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$ –
$272,594 $272,595
$340,187 $332,177
Year Over Year History of General Fund Expenditures
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 143,838$ 145,845$ 149,682$ 154,118$ 4,436$ 3.0
Employee Benefits 41,222 51,368 51,145 54,028 2,883 5.6
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 185,060$ 197,213$ 200,827$ 208,146$ 7,319$ 3.6
PURCHASED/CONTRACTED SERVICES
Administrative Fees 39,986$ 41,522$ 48,000$ 45,500$ (2,500)$ (5.2)
Professional Fees 24,762 11,933 36,157 11,374 (24,783) (68.5)
Rental Equipment & Vehicles - - - - - -
Communications 849 764 720 840 120 16.7
Postage 4 - 100 100 - -
Advertising 458 141 425 425 - -
Printing - 106 100 100 - -
Travel 838 9,054 7,150 7,650 500 7.0
Dues & Fees 1,079 485 1,169 1,169 - -
Education & Training 14,909 8,011 38,350 51,000 12,650 33.0
Maintenance Contracts 180 203 240 204 (36) (15.0)
TOTAL PURCHASED/CONTRACTED SERVICES 83,064$ 72,220$ 132,411$ 118,362$ (14,049)$ (10.6)
SUPPLIES
General Supplies 2,382$ 1,793$ 4,249$ 2,869$ (1,380)$ (32.5)
Food & Meals 1,766 1,348 2,400 2,500 100 4.2
TOTAL SUPPLIES 4,148$ 3,141$ 6,649$ 5,369$ (1,280)$ (19.3)
CAPITAL OUTLAYS
Furniture & Fixtures 206$ -$ 300$ 300$ -$ -
Machinery & Equipment 115 21 - - - -
TOTAL CAPITAL OUTLAYS 322$ 21$ 300$ 300$ -$ -
TOTAL HUMAN RESOURCES 272,594$ 272,595$ 340,187$ 332,177$ (8,010)$ (2.4)
Human Resources General Fund Expenditures
Communications
The department is
responsible for ensuring
citizens are educated
and proactively informed
regarding all aspects of
city business through a
variety of channels
including traditional
media, digital platforms
such as web and email,
social media, and print
publications.
General Fund $196,479
M&O Initiatives $90,412
FY19 Expenditures
by Fund:
FY19 General Fund Expenditures By Category
Purchased /
Contracted Services
$88,125 , 45%
Personal Services
& Employee Benefits
$107,154 , 55%
Supplies
$450 , <1%
Capital Outlays
$750 , <1%
FY16
Total Activity
FY17
Total Activity
FY18
AmendedBudget*
FY2019
ProposedBudget
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$ –
$276,877
$166,604 $198,926 $196,479
Year Over Year History of General Fund Expenditures
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 140,896$ 70,104$ 73,363$ 75,563$ 2,200$ 3.0
Employee Benefits 52,377 9,609 28,667 31,591 2,924 10.2
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 193,273$ 79,712$ 102,030$ 107,154$ 5,124$ 5.0
PURCHASED/CONTRACTED SERVICES
Professional Fees 57,520$ 74,706$ 82,721$ 61,000$ (21,721)$ (26.3)
Communications 1,447 485 720 840 120 16.7
Postage 45 467 350 350 - -
Advertising 4,545 5,402 350 4,000 3,650 1,042.9
Printing 2,737 491 2,000 3,000 1,000 50.0
Travel 1,344 835 2,196 1,430 (766) (34.9)
Dues & Fees 496 - 740 885 145 19.6
Education & Training 520 364 1,179 2,535 1,356 115.0
Maintenance Contracts 5,494 3,714 5,440 14,085 8,645 158.9
TOTAL PURCHASED/CONTRACTED SERVICES 74,149$ 86,464$ 95,696$ 88,125$ (7,571)$ (7.9)
SUPPLIES
General Supplies 1,178$ 28$ 400$ 400$ -$ -
Food & Meals 39 - - - - -
Uniforms 30 - 50 50 - -
Promotional Items 3,531 300 - - - -
TOTAL SUPPLIES 4,778$ 328$ 450$ 450$ -$ -
CAPITAL OUTLAYS
Machinery & Equipment 4,676$ 99$ 750$ 750$ -$ -
TOTAL CAPITAL OUTLAYS 4,676$ 99$ 750$ 750$ -$ -
TOTAL COMMUNICATIONS 276,877$ 166,604$ 198,926$ 196,479$ (2,447)$ (1.2)
Communications General Fund Expenditures
Community Outreach & Engagement
The department is
dedicated to focusing
on creative ways to
increase citizen
engagement and
strengthen community
connections. By initiating
partnerships with our
residents, community
groups, businesses,
faith-based organizations,
schools and other
organizations, we
engage stakeholders
to establish and
maintain a strong sense
of community, belonging,
and pride in Milton.
General Fund $128,746
Special Events Fund $104,348
FY19 Expenditures
by Fund:
FY19 General Fund Expenditures By Category
Supplies
$10,724 , 8%
Capital Outlays
$675 , 1%Purchased /
Contracted Services
$10,055 , 8%
Personal Services
& Employee Benefits
$107,292 , 83%
FY16
Total Activity
FY17
Total Activity
FY18
AmendedBudget*
FY2019
ProposedBudget
$200,000
$150,000
$100,000
$50,000
$ –
$128,746
$160,638
$126,546 $128,746
$-$-
Year Over Year History of General Fund Expenditures
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages -$ 75,551$ 77,984$ 80,642$ 2,658$ 3.4
Employee Benefits - 31,468 31,672 26,650 (5,022) (15.9)
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS -$ 107,019$ 109,656$ 107,292$ (2,364)$ (2.2)
PURCHASED/CONTRACTED SERVICES
Professional Fees -$ -$ 1,611$ 2,500$ 889$ 55.2
Communications - 1,137 1,440 1,440 - -
Advertising - - 250 250 - -
Printing - 174 1,149 1,275 126 11.0
Travel - - 26 1,800 1,774 6,823.1
Dues & Fees - 511 889 800 (89) -
Education & Training - - - 1,990 1,990 -
TOTAL PURCHASED/CONTRACTED SERVICES -$ 1,822$ 5,365$ 10,055$ 4,690$ 87.4
SUPPLIES
General Supplies -$ 47,639$ 3,350$ 3,724$ 374$ 11.2
Food & Meals - 528 3,000 3,000 - -
Promotional Items - 3,398 4,000 4,000 - -
TOTAL SUPPLIES -$ 51,565$ 10,350$ 10,724$ 374$ 3.6
CAPITAL OUTLAYS
Machinery & Equipment -$ 233$ 675$ 675$ -$ -
TOTAL CAPITAL OUTLAYS -$ 233$ 675$ 675$ -$ -
OTHER COSTS
Payments To Others -$ -$ 500$ -$ (500)$ (100.0)
TOTAL OTHER COSTS -$ -$ 500$ -$ (500)$ (100.0)
TOTAL COMMUNITY OUTREACH & ENGAGEMENT -$ 160,638$ 126,546$ 128,746$ 2,200$ 1.7
Community Outreach & Engagement General Fund Expenditures
Municipal Court
Milton’s Municipal Court
is responsible for hearing
all misdemeanor traffic
violations, all
misdemeanor city
ordinance violations,
misdemeanor drug
and alcohol offenses,
and misdemeanor
shoplifting violations.
The court, dedicated
to fair, courteous, and
efficient municipal
justice, hears more than
4,000 cases annually.
General Fund $429,975
M&O Initiatives $27,556
FY19 Expenditures
by Fund:
FY19 General Fund Expenditures By Category
Purchased /
Contracted Services
$140,791 , 33%
Personal Services
& Employee Benefits
$284,344 , 66%
Supplies
$1,040 , <1%
Capital Outlays
$3,800 , 1%
FY16
Total Activity
FY17
Total Activity
FY18
AmendedBudget*
FY2019
ProposedBudget
$500,000
$400,000
$300,000
$200,000
$100,000
$ –
$275,541
$429,975
$275,541 $279,811
$423,698 $429,975
Year Over Year History of General Fund Expenditures
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 202,083$ 206,523$ 223,096$ 229,377$ 6,281$ 2.8
Employee Benefits 46,029 47,307 53,132 54,967 1,835 3.5
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 248,112$ 253,830$ 276,228$ 284,344$ 8,116$ 2.9
PURCHASED/CONTRACTED SERVICES
Professional Fees 19,823$ 18,729$ 24,291$ 21,675$ (2,616)$ (10.8)
Facility Repair & Maintenance - 2,817 750 750 - -
Rental Land & Buildings - - 106,476 109,655 3,179 3.0
Communications 711 720 711 711 - -
Postage 119 613 1,000 1,000 - -
Printing 1,786 1,244 800 800 - -
Travel 2,059 565 2,337 3,700 1,363 58.3
Dues & Fees 120 205 300 325 25 8.3
Education & Training 1,050 - 725 1,325 600 82.8
Maintenance Contracts - - 850 850 - -
TOTAL PURCHASED/CONTRACTED SERVICES 25,669$ 24,893$ 138,240$ 140,791$ 2,551$ 1.8
SUPPLIES
General Supplies 898$ 371$ 1,400$ 800$ (600)$ (42.9)
Books & Periodicals 312 - 150 150 - -
Uniforms - - - 90 90 -
TOTAL SUPPLIES 1,210$ 371$ 1,550$ 1,040$ (510)$ (32.9)
CAPITAL OUTLAYS
Furniture & Fixtures 550$ 717$ -$ -$ -$ -
Machinery & Equipment - - 7,680 3,800 (3,880) (50.5)
TOTAL CAPITAL OUTLAYS 550$ 717$ 7,680$ 3,800$ (3,880)$ (50.5)
TOTAL MUNICIPAL COURT 275,541$ 279,811$ 423,698$ 429,975$ 6,277$ 1.5
Municipal Court General Fund Expenditures
Police
The mission of the
Milton Police Department
is to provide excellent
service to residents and
guests of Milton, by
serving with integrity,
treating all with respect,
working together through
community relationships
to ensure excellent
quality of life and safety,
and grow to meet the
needs of an expanding
and thriving community.
General Fund $4,843,266
M&O Initiatives $272,359
Confiscated Assets Fund $69,389
E911 Fund $950,000
Capital Projects Fund $242,855
FY19 Expenditures
by Fund:
FY19 General Fund Expenditures By Category
Purchased /
Contracted Services
$790,473 , 16%
Personal Services
& Employee Benefits
$3,811,598 , 79%
Supplies
$191,850 , 4%
Capital Outlays
$49,345 , 1%
FY16
Total Activity
FY17
Total Activity
FY18
AmendedBudget*
FY2019
ProposedBudget
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$ –
$3,915,311 $4,026,141
$4,692,162$4,692,162 $4,843,266
Year Over Year History of General Fund Expenditures
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 2,303,284$ 2,359,953$ 2,574,933$ 2,644,366$ 69,433$ 2.7
Employee Benefits 854,151 915,471 1,062,387 1,167,232 104,845 9.9
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 3,157,435$ 3,275,424$ 3,637,320$ 3,811,598$ 174,278$ 4.8
PURCHASED/CONTRACTED SERVICES
Professional Fees 28,723$ 48,430$ 60,410$ 59,946$ (464)$ (0.8)
Equipment Repair & Maintenance 312 1,505 3,500 3,500 - -
Facility Repair & Maintenance 434 9,218 1,500 1,500 - -
Vehicle Repair & Maintenance 79,953 93,921 87,966 80,000 (7,966) (9.1)
Rental Land & Buildings 2,643 3,486 106,770 109,655 2,885 2.7
Communications 35,467 34,592 35,452 35,000 (452) (1.3)
Postage 308 1,175 2,400 1,800 (600) (25.0)
Advertising - - - - - -
Printing 2,455 4,206 4,500 4,500 - -
Travel 30,716 30,122 34,731 34,781 50 0.1
Dues & Fees 16,324 14,871 28,400 21,700 (6,700) (23.6)
Education & Training 30,795 25,703 46,050 36,550 (9,500) (20.6)
Contract Labor 9,991 - - - - -
Maintenance Contracts 115,040 248,429 389,356 401,541 12,185 3.1
TOTAL PURCHASED/CONTRACTED SERVICES 353,160$ 515,658$ 801,035$ 790,473$ (10,562)$ (1.3)
SUPPLIES
General Supplies 30,715$ 32,871$ 33,629$ 32,100$ (1,529)$ (4.5)
Gasoline/Diesel 105,493 90,560 107,500 105,000 (2,500) (2.3)
Food & Meals 1,236 2,563 2,250 2,250 - -
Books & Periodicals 1,596 1,226 1,000 1,500 500 50.0
Uniforms 50,563 43,702 53,820 51,000 (2,820) (5.2)
TOTAL SUPPLIES 189,602$ 170,922$ 198,199$ 191,850$ (6,349)$ (3.2)
CAPITAL OUTLAYS
Furniture & Fixtures 3,138$ 769$ 1,000$ 1,000$ -$ -
Machinery & Equipment 211,977 63,368 54,608 48,345 (6,263) (11.5)
TOTAL CAPITAL OUTLAYS 215,115$ 64,137$ 55,608$ 49,345$ (6,263)$ (11.3)
TOTAL POLICE 3,915,311$ 4,026,141$ 4,692,162$ 4,843,266$ 151,104$ 3.2
Police General Fund Expenditures
Fire-Rescue
Serving the city
through three Milton
fire stations and one
shared station with
the City of Alpharetta,
Milton Fire is a full-service
department featuring
suppression, advanced
life support EMS and
rescue, fire prevention,
emergency management,
public education and
outreach, and specialized
rescue units such as the
TLAER (Technical Large
Animal Emergency
Response) team.
General Fund $7,167,685
M&O Initiatives $46,696
Capital Projects Fund $958,665
Capital Initiatives $50,000
Impact Fees Fund $72,500
FY19 Expenditures
by Fund:
FY19 General Fund Expenditures By Category
Supplies
$271,845 , 4%
Capital Outlays
$73,418 , 1%
Debt Service
$360,903 , 5%
Purchased /
Contracted Services
$499,447 , 7%
Personal Services
& Employee Benefits
$5,962,072 , 83%
FY16
Total Activity
FY17
Total Activity
FY18
AmendedBudget*
FY2019
ProposedBudget
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$ –
$5,693,645
$6,320,432
$6,983,131 $7,167,685
$5,693,645
$6,320,432
Year Over Year History of General Fund Expenditures
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 3,621,381$ 3,856,522$ 4,132,836$ 4,259,401$ 126,565$ 3.1
Employee Benefits 1,303,882 1,425,074 1,653,312 1,702,671 49,359 3.0
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 4,925,263$ 5,281,595$ 5,786,148$ 5,962,072$ 175,924$ 3.0
PURCHASED/CONTRACTED SERVICES
Professional Fees 42,372$ 42,005$ 47,158$ 56,974$ 9,816$ 20.8
Cleaning Services 8,921 9,260 13,120 14,400 1,280 9.8
Equipment Repair & Maintenance 83,935 122,886 185,100 182,408 (2,692) (1.5)
Facility Repair & Maintenance 9,926 1,561 8,980 1,300 (7,680) (85.5)
Grounds Repair & Maintenance 34,222 27,167 27,768 22,280 (5,488) (19.8)
Rental Land & Buildings 4,015 4,787 3,633 3,040 (593) (16.3)
Rental Equipment & Vehicles - - - - - -
Communications 16,240 17,538 18,600 20,000 1,400 7.5
Postage 155 83 500 300 (200) (40.0)
Printing 320 366 800 800 - -
Travel 9,518 4,274 18,261 14,138 (4,123) (22.6)
Dues & Fees 5,825 8,028 10,956 9,634 (1,322) (12.1)
Education & Training 5,720 33,680 12,519 12,175 (344) (2.7)
Contract Labor - 15,950 - - - -
Maintenance Contracts 26,643 86,895 126,129 161,998 35,869 28.4
TOTAL PURCHASED/CONTRACTED SERVICES 247,813$ 374,479$ 473,524$ 499,447$ 25,923$ 5.5
SUPPLIES
General Supplies 37,730$ 40,842$ 44,960$ 49,105$ 4,145$ 9.2
Utilities 41,673 46,671 48,720 56,200 7,480 15.4
Gasoline/Diesel 28,278 44,825 50,000 50,400 400 0.8
Food & Meals 594 1,054 800 996 196 24.5
Books & Periodicals 1,274 9,867 4,600 240 (4,360) (94.8)
Uniforms 50,621 100,721 127,117 114,904 (12,213) (9.6)
TOTAL SUPPLIES 160,169$ 243,981$ 276,197$ 271,845$ (4,352)$ (1.6)
CAPITAL OUTLAYS
Machinery & Equipment 132,103$ 52,549$ 83,334$ 62,049$ (21,285)$ (25.5)
Furniture & Fixtures 7,352 5,848 2,315 11,369 9,054 391.1
TOTAL CAPITAL OUTLAYS 139,456$ 58,397$ 85,649$ 73,418$ (12,231)$ (14.3)
DEBT SERVICE
Station 43 Capital Lease Principal 152,767$ 305,038$ 320,010$ 335,394$ 15,384$ 4.8
Station 43 Capital Lease Interest 68,177 56,942 41,603 25,509 (16,094) (38.7)
TOTAL DEBT SERVICE 220,944$ 361,979$ 361,613$ 360,903$ (710)$ (0.2)
TOTAL FIRE 5,693,645$ 6,320,432$ 6,983,131$ 7,167,685$ 184,554$ 2.6
Fire General Fund Expenditures
Public Works
Maintaining infrastructure
can be one of the most
challenging tasks for
smaller cities like
Milton because of the
significant financial costs
associated with building
and maintaining roads
and bridges. Balancing
our limited financial
resources while
prioritizing transportation
needs and desires
requires careful
planning, efficient
construction, and
diligent maintenance
by a dedicated public
works and strategic
third-party contractors.
General Fund $2,552,555
M&O Initiatives $49,852
Capital Projects Fund $2,819,686
Capital Grant Fund $705,528
Impact Fees Fund $120,000
TSPLOST Fund $6,809,300
Capital Initiatives $309,00
FY19 Expenditures
by Fund:
FY19 General Fund Expenditures By Category
Capital Outlays
$44,280 , 2%
Purchased /
Contracted Services
$1,063,350 , 42%
Personal Services
& Employee Benefits
$972,209 , 38%
Supplies
$472,716 , 18%
FY16
Total Activity
FY17
Total Activity
FY18
AmendedBudget*
FY2019
ProposedBudget
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$ –
$2,559,403 $2,552,555
1,971,467 $1,909,045
Year Over Year History of General Fund Expenditures
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 681,201$ 687,660$ 690,396$ 704,502$ 14,106$ 2.0
Employee Benefits 227,519 248,871 293,982 267,707 (26,275) (8.9)
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 908,720$ 936,531$ 984,378$ 972,209$ (12,169)$ (1.2)
PURCHASED/CONTRACTED SERVICES
Professional Fees 34,704$ 19,173$ 347,140$ 341,780$ (5,360)$ (1.5)
Cleaning Services - - 9,225 12,225 3,000 32.5
Equipment Repair & Maintenance - 1,373 11,670 7,950 (3,720) (31.9)
Vehicle Repair & Maintenance 9,897 8,872 12,920 9,920 (3,000) (23.2)
Rental Equipment & Vehicles - - 1,080 1,800 720 66.7
Communications 4,591 6,062 7,020 7,020 - -
Postage - 109 50 50 - -
Advertising - - 56 50 (6) (10.7)
Other Purchased Services 2,612 9,934 - - - -
Printing 487 619 230 100 (130) (56.5)
Travel 6,267 4,862 6,071 7,726 1,655 27.3
Dues & Fees 1,683 959 2,654 3,018 364 13.7
Education & Training 2,394 1,488 4,408 11,196 6,788 154.0
Contract Labor - - 542,034 566,737 24,703 4.6
Maintenance Contracts 61 - 98,958 79,818 (19,140) (19.3)
Other Purchased Services - - 13,960 13,960 - -
TOTAL PURCHASED/CONTRACTED SERVICES 62,696$ 53,451$ 1,057,476$ 1,063,350$ 5,874$ 0.6
SUPPLIES
General Supplies 846$ 378$ 38,500$ 47,900$ 9,400$ 24.4
Utilities 395,307 395,113 408,690 409,800 1,110 0.3
Gasoline/Diesel 6,241 13,051 14,543 12,116 (2,427) (16.7)
Food & Meals 68 208 486 500 14 2.9
Uniforms 1,929 2,808 2,050 2,400 350 17.1
TOTAL SUPPLIES 404,391$ 411,558$ 464,269$ 472,716$ 8,447$ 1.8
CAPITAL OUTLAYS
Infrastructure 587,482$ 483,154$ -$ -$ -$ -
Machinery & Equipment 8,177 24,351 53,280 44,280 (9,000) (16.9)
TOTAL CAPITAL OUTLAYS 595,659$ 507,505$ 53,280$ 44,280$ (9,000)$ (16.9)
TOTAL PUBLIC WORKS 1,971,467$ 1,909,045$ 2,559,403$ 2,552,555$ (6,848)$ (0.3)
Public Works General Fund Expenditures
Parks & Recreation Department
Milton’s award-winning
Parks and Recreation
Department is
committed to providing
quality parks and
facilities along with
traditional and innovative
recreational and athletic
programs for its residents.
The department is
focused on promoting
healthy lifestyles and
ensuring the best quality
of life for our citizens.
General Fund $1,364,148
M&O Initiatives $47,345
Capital Projects Fund $120,140
Greenspace Bond Fund $100,000
Impact Fees Fund $650,000
Capital Initiatives $920,000
FY19 Expenditures
by Fund:
FY19 General Fund Expenditures By Category
Capital Outlays
$5,050 , <1%
Purchased /
Contracted Services
$971,745 , 71%
Personal Services
& Employee Benefits
$285,163 , 21%
Supplies
$102,190 , 8%
FY16
Total Activity
FY17
Total Activity
FY18
AmendedBudget*
FY2019
ProposedBudget
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$ –
$1,399,682 $1,364,148$1,364,148
$1,118,753 $1,149,728
Year Over Year History of General Fund Expenditures
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 166,360$ 183,738$ 201,210$ 219,052$ 17,842$ 8.9
Employee Benefits 55,781 67,000 64,346 66,111 1,765 2.7
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 222,141$ 250,739$ 265,556$ 285,163$ 19,607$ 7.4
PURCHASED/CONTRACTED SERVICES
Professional Fees 274,668$ 274,177$ 5,750$ 5,750$ -$ -
Cleaning Services - - 4,300 5,500 1,200 27.9
Facility Repair & Maintenance 13,889 13,679 21,000 16,700 (4,300) (20.5)
Vehicle Repair & Maintenance 1,520 1,231 2,105 1,105 (1,000) (47.5)
Grounds Repair & Maintenance 23,093 104,381 68,600 80,000 11,400 16.6
Rental Land & Buildings 26,006 21,583 38,600 35,600 (3,000) (7.8)
Rental Equipment & Vehicles 8,973 8,955 15,350 15,700 350 2.3
Communications 1,270 1,556 1,790 2,070 280 15.6
Postage 6 69 50 50 - -
Advertising - 436 300 - (300) (100.0)
Printing 65 561 300 150 (150) (50.0)
Travel 658 582 2,000 1,500 (500) (25.0)
Dues & Fees 2,343 3,153 6,300 6,950 650 10.3
Education & Training 400 2,200 1,500 1,000 (500) (33.3)
Contract Labor 4,940 5,029 350,800 319,100 (31,700) (9.0)
Maintenance Contracts 438,246 365,817 467,886 478,050 10,164 2.2
Other Purchased Service 1,625 3,266 4,095 2,520 (1,575) (38.5)
TOTAL PURCHASED/CONTRACTED SERVICES 797,701$ 806,675$ 990,726$ 971,745$ (18,981)$ (1.9)
SUPPLIES
General Supplies 21,357$ 25,674$ 19,980$ 15,000$ (4,980)$ (24.9)
Utilities 66,806 64,514 116,345 85,500 (30,845) (26.5)
Gasoline/Diesel 448 422 800 500 (300) (37.5)
Food & Meals 1,892 1,428 965 990 25 2.6
Uniforms 272 255 250 200 (50) (20.0)
TOTAL SUPPLIES 90,776$ 92,293$ 138,340$ 102,190$ (36,150)$ (26.1)
CAPITAL OUTLAYS
Furniture & Fixtures 120$ 21$ 500$ 250$ (250)$ (50.0)
Machinery & Equipment 8,015 - 4,560 4,800 240 5.3
TOTAL CAPITAL OUTLAYS 8,135$ 21$ 5,060$ 5,050$ (10)$ (0.2)
TOTAL PARKS & RECREATION 1,118,753$ 1,149,728$ 1,399,682$ 1,364,148$ (35,534)$ (2.5)
Parks & Recreation General Fund Expenditures
Community Development
The department is
responsible for ensuring
Milton is developed
according to the City’s
Comprehensive Plan
as well as administering
zoning and development
regulations. The
department executes
the citizens’ vision for
the community through
long-range planning
efforts and day-to-day
administrative processes
such as zoning reviews,
land disturbance permits
and building permits.
It is also responsible for
the enforcement of its
ordinances through
code enforcement.
General Fund $1,182,555
M&O Initiatives $35,310
Capital Projects Fund $109,636
FY19 Expenditures
by Fund:
FY19 General Fund Expenditures By Category
Other Costs, $1,800 , 0%
Supplies
$10,330 , 1%
Capital Outlays
$200 , <1%
Purchased /
Contracted Services
$133,274 , 11%
Personal Services
& Employee Benefits
$1,036,951 , 88%
FY16
Total Activity
FY17
Total Activity
FY18
AmendedBudget*
FY2019
ProposedBudget
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$ –
$638,599
$169,689
$886,285
$1,123,903 $1,182,555
Year Over Year History of General Fund Expenditures
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 463,528$ 638,005$ 721,195$ 759,185$ 37,990$ 5.3
Employee Benefits 125,896 189,867 253,372 277,766 24,394 9.6
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 589,424$ 827,872$ 974,567$ 1,036,951$ 62,384$ 6.4
PURCHASED/CONTRACTED SERVICES
Professional Fees 26,428$ 25,918$ 106,800$ 101,800$ (5,000)$ (4.7)
Vehicle Repair & Maintenance 314 1,707 2,000 2,000 - -
Communications 2,557 4,975 6,180 5,100 (1,080) (17.5)
Postage 716 179 300 300 - -
Advertising 4,989 5,026 5,000 6,000 1,000 20.0
Printing 3,472 2,872 3,000 3,600 600 20.0
Travel 2,587 3,690 5,232 5,302 70 1.3
Dues & Fees 1,543 1,534 2,575 2,584 9 0.3
Education & Training 1,632 2,906 5,999 6,588 589 9.8
TOTAL PURCHASED/CONTRACTED SERVICES 44,239$ 48,809$ 137,086$ 133,274$ (3,812)$ (2.8)
SUPPLIES
General Supplies 1,899$ 3,490$ 4,450$ 4,830$ 380$ 8.5
Gasoline/Diesel 1,705 3,272 3,500 3,500 - -
Food & Meals 261 454 800 800 - -
Books & Periodicals - - 100 100 - -
Uniforms - 1,258 1,100 1,100 - -
TOTAL SUPPLIES 3,865$ 8,474$ 9,950$ 10,330$ 380$ 3.8
CAPITAL OUTLAYS
Furniture & Fixtures -$ -$ 300$ -$ (300)$ (100.0)
Machinery & Equipment 47 380 200 200 - -
TOTAL CAPITAL OUTLAYS 47$ 380$ 500$ 200$ (300)$ (60.0)
OTHER COSTS
Payments To Others 1,023$ 750$ 1,800$ 1,800$ -$ -
TOTAL OTHER COSTS 1,023$ 750$ 1,800$ 1,800$ -$ -
TOTAL COMMUNITY DEVELOPMENT 638,599$ 886,285$ 1,123,903$ 1,182,555$ 58,652$ 5.2
Community Development General Fund Expenditures
Economic Development
Economic Development
is charged with fostering
responsible and
sustainable growth by
conducting business
outreach, tracking
and publishing growth
statistics, and providing
initiatives to promote
development of
commercially zoned
areas according to
Milton’s Comprehensive
Plan. Strategic and
responsible business
growth allows the city
to expand its financial
resources by maximizing
its key economic
development corridors
— Deerfield Parkway,
the Crabapple District
and Birmingham
Crossroads.
General Fund $220,859FY19 Expenditures
by Fund:
Year Over Year History of General Fund Expenditures
FY16
Total Activity
FY17
Total Activity
FY18
AmendedBudget*
FY2019
ProposedBudget
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$ –
$74,653
$175,414
$273,911
$220,859
FY19 General Fund Expenditures By Category
Supplies
$1,800 , 1%
Purchased /
Contracted Services
$87,515 , 45%
Personal Services
& Employee Benefits
$106,544 , 54%
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PERSONAL SERVICES & EMPLOYEE BENEFITS
Salaries & Wages 36,616$ 70,000$ 73,255$ 75,453$ 2,198$ 3.0
Employee Benefits 2,606 29,958 31,346 31,091 (255) (0.8)
TOTAL PERSONAL SERVICES & EMPLOYEE BENEFITS 39,222$ 99,958$ 104,601$ 106,544$ 1,943$ 1.9
PURCHASED/CONTRACTED SERVICES
Professional Fees 20,200$ 58,475$ 126,425$ 59,575$ (66,850)$ (52.9)
Communications 360 720 720 720 - -
Postage 32 - - - - -
Advertising 1,650 - - - - -
Printing 38 130 255 2,750 2,495 978.4
Travel 3,200 6,690 12,595 13,700 1,105 8.8
Dues & Fees 7,169 5,134 7,420 7,420 - -
Education & Training 1,904 1,295 5,395 3,350 (2,045) (37.9)
TOTAL PURCHASED/CONTRACTED SERVICES 34,554$ 72,444$ 152,810$ 87,515$ (65,295)$ (42.7)
SUPPLIES
General Supplies -$ 1,120$ 100$ 100$ -$ -
Food & Meals 877 1,892 1,700 1,700 - -
TOTAL SUPPLIES 877$ 3,012$ 1,800$ 1,800$ -$ -
CAPITAL OUTLAYS
Machinery & Equipment -$ -$ -$ -$ -$ -
TOTAL CAPITAL OUTLAYS -$ -$ -$ -$ -$ -
OTHER COSTS
Payments to Others -$ -$ 14,700$ 25,000$ 10,300$ 70.1
TOTAL OTHER COSTS -$ -$ 14,700$ 25,000$ 10,300$ 70.1
TOTAL ECONOMIC DEVELOPMENT 74,653$ 175,414$ 273,911$ 220,859$ (53,052)$ (19.4)
Economic Development General Fund Expenditures
Other Unstaffed Departments
General Administration
Accounts for costs that are not easily tied to any one department.
Some examples are office supplies, ink and toner, potage, and storage fees.
Legal
Accounts for the costs associated with the City’s third-party legal team.
Risk Management
Accounts for the costs associated with providing general liability insurance for the City and its staff.
General Government Buildings
Accounts for the costs associated with building and maintaining City owned facilities including:
City Hall, Bethwell Community Center, Broadwell Pavilion, and the Thomas S. Byrd, Sr. House.
Debt Service
Currently, the debt services department in the General Fund houses the principal and interest
payments due on the revenue bond issued to fund improvements at Bell Memorial Park.
Other Costs/Financing Uses
Accounts for contingencies and interfund transfers out within each fund.
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PURCHASED/CONTRACTED SERVICES
Professional Fees -$ 6,290$ -$ -$ -$ -
Vehicle Repair & Maintenance - - - - - -
Rental Land & Buildings 1,796 2,016 2,016 2,016 - -
Postage 3,026 9,309 10,000 8,500 (1,500) (15.0)
Printing 35 - 206 250 44 21.4
Dues & Fees 415 900 950 965 15 1.6
Maintenance Contracts 5,218 5,397 5,525 5,568 43 0.8
TOTAL PURCHASED/CONTRACTED SERVICES 10,490$ 23,911$ 18,697$ 17,299$ (1,398)$ (7.5)
SUPPLIES
General Supplies 29,820$ 56,245$ 49,477$ 48,600$ (877)$ (1.8)
Gasoline/Diesel 30 - - - - -
Food & Meals - - 200 - (200) (100.0)
TOTAL SUPPLIES 29,850$ 56,245$ 49,677$ 48,600$ (1,077)$ (2.2)
CAPITAL OUTLAYS
Furniture & Fixtures 160$ -$ -$ -$ -$ -
TOTAL CAPITAL OUTLAYS 160$ -$ -$ -$ -$ -
TOTAL GENERAL ADMINISTRATION 40,500$ 80,156$ 68,374$ 65,899$ (2,475)$ (3.6)
General Administration General Fund Expenditures
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PURCHASED/CONTRACTED SERVICES
Professional Fees 307,816$ 261,278$ 329,000$ 295,000$ (34,000)$ (10.3)
TOTAL PURCHASED/CONTRACTED SERVICES 307,816$ 261,278$ 329,000$ 295,000$ (34,000)$ (10.3)
TOTAL LEGAL 307,816$ 261,278$ 329,000$ 295,000$ (34,000)$ (10.3)
Legal General Fund Expenditures
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PURCHASED/CONTRACTED SERVICES
Insurance 243,715$ 242,644$ 258,600$ 272,707$ 14,107$ 235.2
TOTAL PURCHASED/CONTRACTED SERVICES 243,715$ 242,644$ 258,600$ 272,707$ 14,107$ 5.5
TOTAL RISK MANAGEMENT 243,715$ 242,644$ 258,600$ 272,707$ 14,107$ 5.5
Risk Management General Fund Expenditures
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PURCHASED/CONTRACTED SERVICES
Professional Fees -$ 1,288$ -$ -$ -$ -
Cleaning Services - 18,371 30,528 37,832 7,304 23.9
Facility Repair & Maintenance - 1,625 26,466 38,653 12,187 46.0
Grounds Repair & Maintenance - - 50,604 59,980 9,376 18.5
Rental Land & Buildings 386,420 308,283 2,666 - (2,666) (100.0)
Maintenance Contracts - 230 2,530 2,383 (147) (5.8)
TOTAL PURCHASED/CONTRACTED SERVICES 386,420$ 329,797$ 112,794$ 138,848$ 26,054$ 23.1
SUPPLIES
General Supplies -$ 41$ 11,732$ 11,850$ 118$ 1.0
Utilities - 39,278 73,444 72,230 (1,214) (1.7)
TOTAL SUPPLIES -$ 39,319$ 85,176$ 84,080$ (1,096)$ (1.3)
CAPITAL OUTLAYS
Machinery & Equipment -$ 230$ -$ -$ -$ -
TOTAL CAPITAL OUTLAYS -$ 230$ -$ -$ -$ -
TOTAL GENERAL GOVERNMENT BUILDINGS 386,420$ 369,346$ 197,970$ 222,928$ 24,958$ 12.6
General Government Buildings General Fund Expenditures
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
PRINCIPAL
Bond Principal -$ 592,000$ 608,000$ 626,000$ 18,000$ 3.0
TOTAL PRINCIPAL -$ 592,000$ 608,000$ 626,000$ 18,000$ 3.0
INTEREST
Bond Interest -$ 260,512$ 244,136$ 226,436$ (17,700)$ (7.3)
TOTAL INTEREST -$ 260,512$ 244,136$ 226,436$ (17,700)$ (7.3)
TOTAL DEBT SERVICE -$ 852,512$ 852,136$ 852,436$ 300$ 0.0
Debt Service General Fund Expenditures
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
OTHER COSTS
Contingencies / Unallocated -$ -$ -$ 233,768$ 233,768$ -
TOTAL OTHER COSTS -$ -$ -$ 233,768$ 233,768$ -
OTHER FINANCING USES
Interfund Transfers Out
To Capital Projects Fund 18,882,220$ 2,499,174$ 1,194,174$ 5,332,380$ 4,138,206$ 346.5
To Capital Grant Fund 911,202 318 28,750 300,000 271,250 943.5
To Revenue Bond Fund 2,825,653 - - - - -
To Special Events Fund - 10,550 17,450 - (17,450) (100.0)
TOTAL OTHER FINANCING USES 22,619,075$ 2,510,042$ 1,240,374$ 5,632,380$ 4,392,006$ 354.1
TOTAL OTHER COSTS/FINANCING USES 22,619,075$ 2,510,042$ 1,240,374$ 5,866,148$ 4,625,774$ 372.9
Other Costs/Financing Uses General Fund Expenditures
Maintenance & Operating (M&O) Initiatives Summary
Initiative FY 2019
Proposed
CITY CLERK
Electronic Voting System 4,000$
TOTAL CITY CLERK 4,000$
FINANCE
Part-Time Revenue Specialist 24,381$
TOTAL FINANCE 24,381$
INFORMATION TECHNOLOGY
IT Infrastructure Improvements 46,600$
TOTAL INFORMATION TECHNOLOGY 46,600$
COMMUNICATIONS
Social Media Archiving Software 5,300$
Public Relations Specialist 69,760
TOTAL COMMUNICATIONS 75,060$
MUNICIPAL COURT
Part-Time Court Specialist 24,381$
TOTAL MUNICIPAL COURT 24,381$
POLICE
In-Car Camera Upgrade and Body-Worn Camera 57,600$
Part-Time Records Specialist 24,381
Public Safety Officers 55,704
Motorola Radio Replacements (TDMA Compliance)114,674
TOTAL POLICE 252,359$
FIRE
TLAER Paratech Bipod 11,088$
IPMBA Instructor 2,135
Fire-Rescue Citizens Academy 2,750
Paperless Station Tracking System 6,650
TOTAL FIRE 22,623$
PUBLIC WORKS
Radar Signs 16,000$
Emergency Operations Trailer 2,000
Wildflower Program 2,424
Motorola Radio Replacements (TDMA Compliance)25,000
TOTAL PUBLIC WORKS 45,424$
PARKS & RECREATION
Part-Time P&R Specialist 24,381$
Birmingham United Methodist Church Field Lease 22,964
TOTAL PARKS & RECREATION 47,345$
COMMUNITY DEVELOPMENT
Solid Waste Plan Update 30,000$
TOTAL COMMUNITY DEVELOPMENT 30,000$
MULTI-DEPARTMENTAL
Reclassifications 30,122$
Market Study & Adjustments 14,371
Public Safety Compression & Education 40,000
TOTAL MULTI-DEPARTMENTAL 84,493$
OTHER POST EMPLOYMENT BENEFITS
Retiree Health Insurance 9,860$
TOTAL OTHER POST EMPLOYMENT BENEFITS 9,860$
M&O INITIATIVES TOTAL 666,526$
Strategy:
Strategic Action Item:
Salary
Benefits
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract 4,000
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 4,000
Salary/Benefits -
Maintenance & Operating 4,000
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 2,400 2,400 2,400
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 2,400 2,400 2,400
-
-
2,400
Notes:
Impact on future operating budgets is dependent upon the annual or monthly subscription in effect at the time of renewal.
-
Strategic, Efficient & Engaged Government
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Transparency
Brief Description of New Program/Service or Improvement of Existing Service Level:
The city clerk's office is researching software/hardware to automate meeting data
capture (votes) and display (wall display suite-voteboard). This solution would
automatically populate to the clerk software. As the meeting progresses, and action
items occur, LCD screens hooked up to software display will automatically show the
current agenda item, motion on the floor, and vote result. Since the integration of this
solution/hardware is in the council chambers, consulting with and receiving
recommendations from the IT department is necessary. A compatibility/financial
analysis must be performed by IT to ensure integration with our current
Municode/Laserfiche/Granicus systems. I am supplying budgetary data from one
source as an example amount to include in the budget. $2,400 annual fee, $1,040
(includes onsite training for clerks and elected officials, Dell CPU Hardware/shipping). A
podium light system which integrates with council wall clocks needs to be researched
and recommendations made by IT so that software and hardware are compatible.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
Improves accuracy of vote and transparency to public real-time. Provides the public
with a clear indication of who is making public comments at the podium during council
meetings, and a light system (green, yellow & red) to inform speakers about their time
remaining.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
The fiscal impact will be the yearly maintenance cost of the software chosen.
2,400
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
City Clerk
Electronic Voting System_Light System for Public Comments
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
Strategy:
Strategic Action Item:
Salary 23,500
Benefits 881
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 24,381
Salary/Benefits 24,381
Maintenance & Operating -
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 25,112 26,642 27,441
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 25,112 26,642 27,441
-
-
25,866
Notes:
-
Strategic, Efficient & Engaged
Government ACCOUNT
DESCRIPTION
BUDGET
REQUESTRecognize future challenges or threats
and plan for them today
Brief Description of New Program/Service or Improvement of Existing Service Level:
The Finance window has seen an increase in activity regarding property tax payments
made at the window, an upswing in new and renewal occupational tax certificates as
well as added services for Parks & Recreation which generate payment transactions. A
part-time Revenue Specialist would be able to help take payments at the window as
well as process online payments. Additionally, ongoing projects including scanning
and filing as well as new projects such as reviewing the tax database for accuracy
could be accomplished.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
Current finance roles will be more evenly spread among the available staff.
Additionally, periodic review and feedback will be given and an annual performance
review will be conducted to ensure that the role is being fulfilled as intended.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
This will have an impact on salary costs for this employee.
25,866
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Finance
Part-Time Revenue Specialist
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
Strategy:
Strategic Action Item:
Salary -
Benefits -
Professional Fees -
Repairs & Maintenance -
Communications
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract 9,600
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
Hosted VOIP (contract) 37,000
-
-
-
TOTAL 46,600
Salary/Benefits -
Maintenance & Operating 46,600
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs
Decreases Operating Costs -
Additional Revenues - - -
Other - - -
Total Operating Impact - - -
-
-
-
Notes:
Summary of combined costs associated with infrastructure improvements as recommended after the IT Assessment
Maintenance Contract: Supplemental Internet Bandwidth at city hall (annual recurring cost)
Computer Software: Office365, Email (including archiving, Security, and eDiscovery), Acrobat, VPN, two-factor authentication, and antivirus
licenses to replace licensing currently provided by VC3 (annual recurring costs)
Computer Hardware: Servers, network switches, firewalls, desktops/laptops, monitors, and desk phones to upgrade existing infrastructure
and replace systems currently provided by VC3 (3-5 year lifecycle)
Hosted VOIP: Replace aging Shoretel system with a hosted VOIP Solution. This is the annual hosted cost only. Hardware costs are captured
under Computer Hardware
-
Strategic, Efficient & Engaged
Government ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Align with evolving IT industry standards
Brief Description of New Program/Service or Improvement of Existing Service Level:
City staff have found that the current hosted desktop solution has limited value and
suffers from widespread compatibility issues.
The costs for this initiative are associated with the transition from an environment hosted
by the current managed services provider to a premise-based infrastructure. Staff
understands the importance of redundancy and Business Continuity planning. Data
backups, security measures, Email archiving, and other critical service will continue to
be hosted offsite as prescribed by best practices.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
1. Individual employee productivity will be improved in a new client-server
infrastructure instead of a hosted solution (there are numerous unresolved compatibility
issues with the current hosted environment)
2. Infrastructure support will be simplified by having all systems on a common platform.
3. Projects will be implemented on the city's schedule
4. Costs related to data overages, project hours, delayed support, and loss of
productivity will be minimized
5. The City will have control over its systems and data
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
Software applications will remain consistent year over year, as many licenses are
provided as a subscription.
Hardware costs will be high in this first year, but drop significantly as the city begins a
standard 3-5 year lifecycle for the replaced equipment
If staffing levels change with this initiative costs will be offset by the reduction of similar
costs in the current Managed Services solution. The City is advertising an RFP to identify
the best managed services model.
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Information Technology
IT Infrastructure Improvements
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
Strategy:
Strategic Action Item:
Salary
Benefits
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract 5,300
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 5,300
Salary/Benefits -
Maintenance & Operating 5,300
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 5,300 5,300 5,300
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 5,300 5,300 5,300
-
-
5,300
Notes:
Impact on future operating budgets is dependent upon the annual or monthly subscription in effect at the time of renewal.
-
Strategic, Efficient & Engaged
Government ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Streamline Processes
Brief Description of New Program/Service or Improvement of Existing Service Level:
Government agencies are increasingly using social media platforms to engage with
their employees and the public. Such activity may result in the creation of public
records that must be captured and managed in compliance with Georgia’s open
records laws, regulations, and policies. Therefore, it is critical that the Communications
Department employs a social media archiving solution. Archive Social and other cloud-
based subscription services provide the City with access to a historical archive of the
City's social media accounts.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
Performance will be measured by the City's ability to archive and quickly retrieve any
requests for social media posts, comments and other information under the Georgia
Open Records law.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
Ability to archive is based on a monthly subscription rate that may or may not increase
year-over-year, depending upon the rates.
5,300
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Communications
Social Media Archiving Solution
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
Strategy:
Strategic Action Item:
Salary 45,000
Benefits 24,760
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 69,760
Salary/Benefits 69,760
Maintenance & Operating -
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 71,853 76,229 78,515
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 71,853 76,229 78,515
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Communications
Public Relations Specialist
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
-
Strategic, Efficient & Engaged
Government ACCOUNT
DESCRIPTION
BUDGET
REQUESTRecognize future challenges or threats
and plan for them today
Brief Description of New Program/Service or Improvement of Existing Service Level:
The Public Relations Specialist will draft media releases, prepare community
newsletters, manage the City’s website and coordinate department updates with
designated staff, assist the Communications Manager with developing a social
content calendar, provide marketing support for parks and recreation programs, assist
with photography and digital image editing, and perform other communications and
marketing initiatives as needed. Position requires a BA in Communications or related
field and 2 years of related experience preferably in a government setting.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
Performance will be measured by internal and external feedback, quantity and
quality of marketing and communications work product, and existing communications
department metrics, including social media analytics and website statistics.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
Annual salary, benefits
74,008
-
-
74,008
Notes:
Strategy:
Strategic Action Item:
Salary 23,500
Benefits 881
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 24,381
Salary/Benefits 24,381
Maintenance & Operating -
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 25,112 26,642 27,441
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 25,112 26,642 27,441
Strategic, Efficient & Engaged
Government
Recognize future challenges or threats
and plan for them today
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Notes:
25,866
25,866
-
-
-
Brief Description of New Program/Service or Improvement of Existing Service Level:
The Municipal Court requests the a part-time Court Specialist. This will allow the court
window to be staffed by dedicated court staff during all business hours.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
The Municipal will not rely on Police administrative staff for court coverage during times
of training, vacation and sick leave. This position will also allow the Deputy Court Clerk,
if approved, the ability to work inside the court room while it is in session.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
This will increase the salary line for the Municipal Court budget.
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Select Department from drop down list
Part-Time Court Specialist
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
Strategy:
Strategic Action Item:
Salary -
Benefits -
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract 57,600
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 57,600
Salary/Benefits -
Maintenance & Operating 57,600
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 57,600 57,600 57,600
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 57,600 57,600 57,600
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Police
In-Car Camera Upgrade and Body-Worn Camera
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
-
Strategic, Efficient & Engaged
Government ACCOUNT
DESCRIPTION
BUDGET
REQUESTRecognize future challenges or threats
and plan for them today
Brief Description of New Program/Service or Improvement of Existing Service Level:
This initiative request is for the acquisition of 30 in-car video recording systems and 30
body worn camera (BWC) systems. This would replace the current L3 systems and
add additional capabilities for collecting data outside the scope of the in-car
systems. The L3 systems currently in use are between 5- 7 years old. They are out of
warranty and are beginning to experience recording issues. In conjunction with the
deployment of the BWC, the replacement of the in-car systems will provide a more
complete and accurate picture of police/citizen encounters. Additionally, this
change will reduce site storage needs, complaints against officers, complaints
against the city and insure accurate collection of all official encounters. The cost of
this initiative is $57,600 per year which includes installation, hardware, training,
unlimited cloud storage, warranty and technical support for 30 in-car and body-worn
systems. This is a 5 year agreement with a fixed annual cost.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
Improved functionality, documentation of evidence and police/citizen encounters.
Reduced officer complaints.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
57,600
-
-
57,600
Notes:
Strategy:
Strategic Action Item:
Salary 23,500
Benefits 881
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 24,381
Salary/Benefits 24,381
Maintenance & Operating -
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 25,112 26,642 27,441
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 25,112 26,642 27,441
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Police
Part-Time Records Specialist
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
-
Strategic, Efficient & Engaged Government
ACCOUNT
DESCRIPTION
BUDGET
REQUESTRecognize future challenges or threats
and plan for them today
Brief Description of New Program/Service or Improvement of Existing Service Level:
This request is for a part-time Records Specialist position. Over the past several years
the workload of the records section of the Police Department has continued to
increase. Additionally, in the past year the processing of pouring permits has been
added. The additional manpower would allow for a sufficient relief factor within the
department as it would alleviate some of the workload on the employees currently
handling these duties.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
Improved relief factor and increased efficiency in the records section of the Police
Department.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
25,866
-
-
25,866
Notes:
Strategy:
Strategic Action Item:
Salary 52,000
Benefits 2,704
Professional Fees
Repairs & Maintenance -
Communications
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor
Maintenance Contract -
General Supplies
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms 1,000
Machinery
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware
Other Equipment
-
-
-
-
TOTAL 55,704
Salary/Benefits 54,704
Maintenance & Operating 1,000
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 55,704 55,704 55,704
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 55,704 55,704 55,704
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Police
Public Safety Officers (PT)
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
-
Strategic, Efficient & Engaged
Government ACCOUNT
DESCRIPTION
BUDGET
REQUESTRecognize future challenges or threats
and plan for them today
Brief Description of New Program/Service or Improvement of Existing Service Level:
This request is for funding for a pilot program of two part-time Public Safety Officers
(PSO). These allocations would be civilian positions, which would assist primarily with
traffic direction at problem areas during morning and evening rush hour. The
employees would be non-sworn positions and would only assist in traffic safety related
issues. The position would carry no law enforcement authority. It is suggested that this
initial testing period would run from October 1, 2018 at the beginning of the FY 2018-
2019 to May 24, 2019 which would be the end of the school year which typically
coincides with improved traffic conditions.
These PSO’s would be assigned primarily to day watch and would work weekdays from
0700-0930 and 1600-1830. PSO’s would be assigned to designated intersections in
order to expedite traffic flow or other major traffic events as needed. Each PSO’s
would work approximately 25 hours per week.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
Improved traffic flow and congestion relief at problem intersections throughout the
city. The department would also analyze crash data to see if there is a reduction in
crashes in the areas where the PSOs were assigned.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
As a pilot program, there would be no recurring cost, however, if the program were to
be made permanent, then the yearly cost would include employee salaries, uniform
maintenance at approximately 20% of the initial uniform outfitting, and the cost of the
maintenance of the vehicle(s), if the PSO were to be assigned a vehicle . (For further
discussion on vehicles, see accompanying analysis). It is proposed that these items
(uniforms and vehicle maintenance) be absorbed into the normal operating budget in
future cycles for those line items, should the program become permanent.
55,704
-
-
55,704
Notes:
The future operating budget figure is based on salary only. It is proposed that any future costs for equipment would be through
appropriate adjusted line items in future budget cycles.
Strategy:
Strategic Action Item:
Salary -
Benefits -
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery 114,674
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 114,674
Salary/Benefits -
Maintenance & Operating 114,674
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 53,241 - -
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 53,241 - -
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Police
Mobile Radio Upgrade
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
-
Strategic, Efficient & Engaged
Government ACCOUNT
DESCRIPTION
BUDGET
REQUESTImprove Department's Technology
Infrastructure
Brief Description of New Program/Service or Improvement of Existing Service Level:
This is a two year implementation plan to upgrade the departments mobile radios
from FDMA to TDMA. The North Fulton Regional Radio System Authority is encouraging
member agencies to complete this upgrade, as it will increase bot he capabilities and
efficiency of the entire system. See attached.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
Improved efficiencies , including increased bandwidth, clearer communications, and
increased security.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
-
-
-
-
Notes:
Strategy:
Strategic Action Item:
Salary -
Benefits -
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment 11,088
-
-
-
-
TOTAL 11,088
Salary/Benefits -
Maintenance & Operating 11,088
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 11,088 - -
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 11,088 - -
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Fire
TLAER Paratech Bipod
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
-
Strategic, Efficient & Engaged Government
ACCOUNT
DESCRIPTION
BUDGET
REQUESTEmbrace changes in the emergency
services profession while meeting the
needs of Milton's unique environment
Brief Description of New Program/Service or Improvement of Existing Service Level:
When the TLAER team was initially deployed there were not many companies
producing bipods that could accommodate lifts for horses and our only resource was
the instructor who was teaching us and she directed us to a private individual who had
recently made a bipod for her. There was no certification for this equipment and it was
designed and built by a metal fabricator at his home.Since then companies have
started designing equipment that is better suited for lifting horses with equipment that is
tested and rated for TLAER rescues. This equipment is lighter, stronger and could be
used for lifting person's as well. Our previous system was not officially rated, heavy,
required multiple persons to transport and deploy and could not be used for human
rescue and due to its weight created special requirements to avoid a failure.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
As we expand and grow our involvment in the equestrian community our equipment to
assist them in the most safe and timely manner should grow also. With the purchase of
this equipment the responding team will be able to get equipment in place with fewer
personel and have the equipment set up in a more timely manner. Safety of personel
will increase as this equipment is certified for the specific use and if needed could be
intergrated into a rescue of a person if needed.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
This would incur a one time expense for the purchase of the listed equipment.
1-Bipod conversion kit. 2-Longshore Strut 610. 2 Longshore Extensions 635. 2-longshore
extension 435. 4- double head picket
-
-
-
-
Notes: The prices quoted are retail and we are awaiting a vendor price and can adjust this to the corrected number.
Strategy:
Strategic Action Item:
Salary -
Benefits -
Professional Fees
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel 925
Dues & Fees 85
Education & Training 800
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals 325
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 2,135
Salary/Benefits -
Maintenance & Operating 2,135
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 2,135 75 75
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 2,135 75 75
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Fire
IPMBA Instructor
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
-
Park & Recreation Enrichment
ACCOUNT
DESCRIPTION
BUDGET
REQUESTDevelop a plan for efficient fire-rescue
service delivery within current city parks
Brief Description of New Program/Service or Improvement of Existing Service Level:
With the increasing events and number of attendees at each event that the city has
each year the need for a quick response from ems and police is important. The city
has invested in training and equipping fire and police with quick response bike teams
in order to meet the demand. With turnover and the need to add more personnel on
these teams it would save the city time and money to send an individual to receive
the (IPMBA) International Police Mountain Bike Association Instructor certification. With
this certification the city can conduct and certify personnel as needed and will not
have to rely on outside instructors and also save money by conducting their own and
not having to pay every time someone is sent to obtain the certification.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
An increase in the number of fire and police bike response personnel.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
After certification the department will need to maintain the cyclist membership dues
each year at a cost of $75.00 for the instructor.
75
-
-
75
Notes:
Hotel - $150 a night x 4 nights = $600.00
Meals - $65.00 x 5 = $325.00
Air Fare - $250 Round Trip
Strategy:
Strategic Action Item:
Salary
Benefits -
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies 2,500
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms 250
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 2,750
Salary/Benefits -
Maintenance & Operating 2,750
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs - -
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact - - -
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Fire
City of Milton Fire-Rescue Citizens Academy
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
-
Build Community Connections
ACCOUNT
DESCRIPTION
BUDGET
REQUESTEnhance our Fire Department Community
Safety Education Program
Brief Description of New Program/Service or Improvement of Existing Service Level:
The Citizens Fire Academy provides residents with a look at how the Fire Department is
organized and operates. The program will provide both classroom and hands-on
activities, introducing citizens to every aspect of our emergency response, equipment,
and community service role in the City of Milton.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
The primary success measurement will be a deeper partnership with community
members, engaging them directly in how we operate and how to keep the
community safe. This program can also serve as an introduction to a formal Fire Corps
volunteer program (an offshoot of CERT that trains community volunteers to provide
fireground/major incident support such as rehab, air system management, and
tactical logistics).
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
Since this program involves hands-on activity, we anticipate possibly renting turnout
gear for participants and it could involve the purchase and use of training supplies
such as drywall, plywood, and the smoke generator. We will try to make use of on-
duty and flex-time administrative personnel for this program, but some overtime to
cover classes may also be necessary, depending on when the classes are scheduled.
-
-
-
-
Notes:
Strategy:
Strategic Action Item:
Salary -
Benefits -
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
-
-
-
-
TOTAL 6,650
Salary/Benefits -
Maintenance & Operating 6,650
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 6,783 7,056 7,197
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 6,783 7,056 7,197
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Fire
Paperless Station Tracking System
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
-
Strategic, Efficient & Engaged
Government ACCOUNT
DESCRIPTION
BUDGET
REQUESTEmbrace changes in the emergency
services profession while meeting the
needs of Milton's unique environment
Brief Description of New Program/Service or Improvement of Existing Service Level:
Implement a paperless tracking system for inventory control of station supplies, vehicle
inventory, EMS supplies, narcotics control, PPE inspections, and SCBA inspections.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
Having a software program to track supplies and equipment will reduce waste, and
improve accountability.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
There is an annual cost for the program based on the number of apparatus and
stations. Future impacts are based on a 2% increase per year.
6,918
-
-
6,918
Notes:
Annual License Agreement for 6 apparatus including 1 heavy rescue, 3 engines, 1 ladder, 1 rescue
6
$165.00
$990.00
One-time all inclusive setup cost for Vehicle Checks - Apparatus
6
$135.00
$810.00
Annual License Agreement for 2 support units including 1 reserve engine, 1 reserve quint
2
$55.00
$110.00
One-time all inclusive setup cost for Vehicle Checks - Support Units
2
$45.00
$90.00
Vehicle Module – Annual & Setup Total
$2,000.00Annual License Agreement for 30 air packs + 60 cylinders
90
$5.00
$450.00
One-time all inclusive setup cost for SCBA Tracking
90
$5.00
$450.00
SCBA – Annual & Setup Total
$900.00
PPE Tracking Module Track the full history of PPE from manufacture to retirement. Log inspections, cleaning, repairs, and more. Unassigned &
multiple crew sets at no extra charge. Description Qty Each Total
Annual License Agreement for 61 crew members
61
$12.00
$732.00
One-time all inclusive setup cost for PPE Tracking
61
$12.00
$732.00
Tracking Module – Annual & Setup Total
$1,464.00
Strategy:
Strategic Action Item:
Salary -
Benefits -
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment 16,000
-
-
-
-
TOTAL 16,000
Salary/Benefits -
Maintenance & Operating 16,000
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs - - -
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact - - -
-
-
-
Notes:
-
Strategic, Efficient & Engaged
Government ACCOUNT
DESCRIPTION
BUDGET
REQUESTRecognize future challenges or threats
and plan for them today
Brief Description of New Program/Service or Improvement of Existing Service Level:
Upgrading radar signs to current models. The current models are lighter and easier to
manage than the older models we are deploying. The older models require a special
post and two man crew to install. Latest models can be installed by one person and
can be mounted on a standard post.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
Response times will be reduced by having equipment stocked and ready for
deployment. The equipment may be used by Police, Fire or Public Works Departments.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
Equipment replacement and upgrades will be the only future costs associated with this
request.
-
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Public Works
Radar Signs
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
Strategy:
Strategic Action Item:
Salary -
Benefits -
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment 2,000
-
-
-
-
TOTAL 2,000
Salary/Benefits -
Maintenance & Operating 2,000
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs - - -
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact - - -
-
-
-
Notes:
-
Strategic, Efficient & Engaged
Government ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Streamline Processes
Brief Description of New Program/Service or Improvement of Existing Service Level:
Provide a trailer stocked with barricades and appropriate signage to be used by
various departments in the event of an emergency. The equipment would be used to
set up small scale road closures and detours.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
Response times will be reduced by having equipment stocked and ready for
deployment. The equipment may be used by Police, Fire or Public Works Departments.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
Equipment replacement and upgrades will be the only future costs associated with this
request.
-
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Public Works
Emergency Operations Trailer
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
Strategy:
Strategic Action Item:
Salary -
Benefits -
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor 1,024
Maintenance Contract -
General Supplies 1,400
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 2,424
Salary/Benefits -
Maintenance & Operating 2,424
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 2,500 2,601 2,653
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 2,500 2,601 2,653
-
-
2,550
Notes:
Coverage rate will be one pound per 2,000 sf. For 2 acres apply 44 lbs of seed. Because of the soil conditions it is recommended to
overseed so add an additional 25%. Total of 55 lbs of seed
-
Preserve What Makes Milton Unique
ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Safeguard Open Spaces
Brief Description of New Program/Service or Improvement of Existing Service Level:
This would be a pilot project to establish wildflowers on the city property located at the
southeast corner of Birmingham Highway and Providence Road.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
This would reduce the number of times this site would need to be mowed and still
maintain an aesthetically pleasing property
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
This would be a new annual program.
2,550
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Public Works
Wildflower Program
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
Strategy:
Strategic Action Item:
Salary -
Benefits -
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment 25,000
-
-
-
-
TOTAL 25,000
Salary/Benefits -
Maintenance & Operating 25,000
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs - - -
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact - - -
-
-
-
Notes:
-
Strategic, Efficient & Engaged
Government ACCOUNT
DESCRIPTION
BUDGET
REQUESTImprove Department's Technology
Infrastructure
Brief Description of New Program/Service or Improvement of Existing Service Level:
Public Works currently operates on the old style radios. With the new North Fulton
operating system these older style radios will become obsolete and they currently
provide some operation issues within the system when they are put in service.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
The existing North Fulton radio system will no longer be affected by the use of the older
style radios.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
N/A
-
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Public Works
Radios
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
Strategy:
Strategic Action Item:
Salary 23,500
Benefits 881
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 24,381
Salary/Benefits 24,381
Maintenance & Operating -
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 25,113 26,642 27,441
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 25,113 26,642 27,441
-
-
25,866
Notes:
-
Strategic, Efficient & Engaged Government
ACCOUNT
DESCRIPTION
BUDGET
REQUESTRecognize future challenges or threats
and plan for them today
Brief Description of New Program/Service or Improvement of Existing Service Level:
The number of acres of both passive and active parks and IGA fields, facility rentals
and the number of programs offered to Milton Residents has grown to the point that
we can not sustain the quality and control without additional staff. A part time
Specialist will be responsible for the rental process of all rentable facilities, including but
not limited to: all public inquiries, alcohol permits, security deposit refunds, post rental
inspections of facilities and coordinating field rentals with the Director and Program
Manager. specialist will also be a liaison with the Finance Department and will handle
Daily closeouts, payment posting, Camp Joyful Soles registration and payments, the
invoicing of our program partners and the invoicing of leased space with FCBoE. The
specialist will also provide Supervision of fields during active periods and assist with
Camp Joyful Soles planning, Golden Games planning and the quality control of the
program provider surveys.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
Annual Salary, Benefits
25,866
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Parks & Recreation
Part-Time Parks and Recreation Specialist
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
Strategy:
Strategic Action Item:
Salary
Benefits
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor 15,000
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
Land Rental 7,964
Impact Fees 14,036
-
-
TOTAL 37,000
Salary/Benefits -
Maintenance & Operating 37,000
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 25,000 25,000 25,000
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 25,000 25,000 25,000
-
-
25,000
Notes:
-
Park & Recreation Enrichment
ACCOUNT
DESCRIPTION
BUDGET
REQUESTMaintain and Establish New Program
Partners
Brief Description of New Program/Service or Improvement of Existing Service Level:
As a result of decisions that have been made in the last year with regard to Hopewell
Baseball, they are now allowed to operate more than one advanced level team per
age group. This was done in an effort to retain players in the City Program and further
enhance the strength of the program. The Birmingham United Methodist Church has
offered to lease it's ballfield to the City which would allow us to expand the baseball
program which is the number 1 largest program in the City.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
We would guage the success of this by the utilization of the field
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
Annual Payment
25,000
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Parks & Recreation
Lease of Baseball Field at Birmingham United Methodist Church
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
Strategy:
Strategic Action Item:
Salary -
Benefits -
Professional Fees 30,000
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 30,000
Salary/Benefits -
Maintenance & Operating 30,000
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs - - -
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact - - -
-
-
-
Notes:
-
Strategic, Efficient & Engaged
Government ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Streamline Processes
Brief Description of New Program/Service or Improvement of Existing Service Level:
This is an update to the solid waste plan that expired in 2019
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
Maintain qualified local government status
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
N/A
-
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Community Development
Solid Waste Plan Update
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
Strategy:
Strategic Action Item:
Salary 30,122
Benefits included
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 30,122
Salary/Benefits 30,122
Maintenance & Operating -
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 31,026 32,915 33,903
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 31,026 32,915 33,903
-
-
31,956
Notes:
-
Strategic, Efficient & Engaged
Government ACCOUNT
DESCRIPTION
BUDGET
REQUESTRecognize future challenges or threats
and plan for them today
Brief Description of New Program/Service or Improvement of Existing Service Level:
Over the course of time, positions evolve, responsibilities are added or changed and it
is necessary to change the job description and grade for that job. This year, several
positions in our system were reviewed and analyzed and determined that 5 positions
needed to be reclassified in our system.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
HR utilized an evaluation system that quantitatively scores each position based on
responsibilities, ultimately those responsibilities will be used in a system that links pay to
performance.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
This will have an impact on salary/benefit costs for these employees:
• City Clerk Administrative Assistant to Deputy City Clerk Grade 30 = $2,612
• Court Administrative Assistant to Deputy Court Clerk Grade 30 = $3,175
• Revenue Specialist to Revenue Coordinator Grade 28 = $2,495
• Logistics Officer - Fire return to rank of Captain = $4,073
• Communications Manager to Communications Director Grade 40 = $15,352
• Citizen Responder to Customer Service Coordinator Grade 26, costs $2,415
31,956
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Various Departments
Position Reclassifications of Several Positions in our Pay System
Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area
Strategy:
Strategic Action Item:
Salary 14,371
Benefits included
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 14,371
Salary/Benefits 14,371
Maintenance & Operating -
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 14,802 15,704 16,175
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - - Total Operating Impact 14,802 15,704 16,175
-
-
15,246
Notes:
-
Strategic, Efficient & Engaged
Government ACCOUNT
DESCRIPTION
BUDGET
REQUESTRecognize future challenges or threats
and plan for them today
Brief Description of New Program/Service or Improvement of Existing Service Level:
The City surveys positions annually in either public safety or general administration.
This year the survey focused on Admin positions. We found that three positions were
not in line with market: City Engineer, City Architect, and Finance Director.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
Success is measured through the retention of employees.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
This will have an impact on salary/benefit costs for these employee.
• City Engineer (Position is also reclassified to grade 36) = $2,013
• Finance Director = $7,048
• City Architect = $5,310
15,246
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Various Departments
Salary Market Adjustments
Supportive of which strategy from the Strategic Plan (required field) Enter Funding Request by Account in the Area
Strategy:
Strategic Action Item:
Salary 40,000
Benefits Included
Professional Fees -
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 40,000
Salary/Benefits 40,000
Maintenance & Operating -
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 41,200 43,709 45,020
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 41,200 43,709 45,020
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Police and Fire
Pay adjustments to address inequities in system for time-in-grade and education
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
-
Strategic, Efficient & Engaged
Government ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Correcting pay inequities
Brief Description of New Program/Service or Improvement of Existing Service Level:
Over the past several years, pay in certain areas of public safety has become
unbalanced due to initiatives to "fix" the pay system. In 2017 a major overhaul took
place to address many issues and simplify the pay system. During the transition, the
pay of several supervisors became out of step because of our need to bring pay to
competitive market rates. The initiative serves as a place holder for funds needed to
address this issue in both departments.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
Number of new community connections, number of volunteers, number of new
community initiatives
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
Annual salary, benefits
42,436
-
-
42,436
Notes:
Strategy:
Strategic Action Item:
Salary -
Benefits 3,860
Professional Fees 6,000
Repairs & Maintenance -
Communications -
Advertising -
Printing -
Travel -
Dues & Fees -
Education & Training -
Contract Labor -
Maintenance Contract -
General Supplies -
Utilities -
Gasoline/Diesel -
Food/Meals -
Uniforms -
Machinery -
Vehicles -
Furniture/Fixtures -
Computer Software -
Computer Hardware -
Other Equipment -
-
-
-
-
TOTAL 9,860
Salary/Benefits 3,860
Maintenance & Operating 6,000
Impact on Future Operating Budgets FY 2020 FY 2021 FY 2022 FY 2023
Increases Operating Costs 12,300 28,500 38,760
Decreases Operating Costs - - -
Additional Revenues - - -
Other - - -
Total Operating Impact 12,300 28,500 38,760
-
-
17,500
Notes:
-
Strategic, Efficient & Engaged
Government ACCOUNT
DESCRIPTION
BUDGET
REQUEST
Attract and Retain Quality Employees
Brief Description of New Program/Service or Improvement of Existing Service Level:
To attract and retain quality, talented employees, we must evaluate the benefits
package from time to time to ensure our offerings are competitive in the market. As
we surveyed the surrounding cities and counties, we confirmed Milton remains
comparable or competitive in areas such as pay, health insurance, and pension;
however, where we fell behind the market was health insurance coverage for
retirees. Out of the 22 cities and counties that responded to the survey, 12 were
currently offering this benefit with 1 or 2 more considering it. The plan designs varied
across the board, but we found some common themes we could incorporate into a
plan for Milton. The commonalities include offering some sort of cost sharing for the
premiums, providing coverage until Medicare eligible, and minimum age and years
of service. In formulating a plan design for Milton, the focus will be on offering a
benefit that is attractive to the employee and sustainable for the City. The proposed
plan will be presented for council approval in the near future. The requested budget
is for the first year cost and includes a required actuarial valuation.
What measurement will be used to gauge the performance of this new
service/program or what current performance measure will be improved through the
implementation of this initiative? (this can be a current performance measurement or
the addition of a new measurement).
Applicant pools for open positions, employee retention, and employee satisfaction
surveys would be the measurement tools used to gauge the success of implementing
this benefit.
Explain any fiscal impact this initiative will have on future budgets and provide actual
future year costs below. (example: utilities, maintenance contract costs).
Future budget impacts will include annual actuarial valuations and insurance
premium costs (shared with retirees)
17,500
CITY OF MILTON
MAINTENANCE & OPERATING INITIATIVE REQUEST FORM
Human Resources
Retiree Health Insurance
Supportive of which strategy from the Strategic Plan (required field)
Enter Funding Request by Account in the Area
Below:
Special
Revenue Funds
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
REVENUES
Charges for Services 170$ -$ 440$ -$ (440)$ (100.0)
Investment Income 11 13 - - - -
Contributions & Donations 11,560 9,871 15,200 17,000 1,800 11.8
Miscellaneous Revenue 375 30 - - - -
subtotal 12,116$ 9,914$ 15,640$ 17,000$ 1,360$ 8.7
Other Financing Sources
Interfund Transfers In 47,000 65,839 96,450 75,000 (21,450) (22.2)
subtotal 47,000$ 65,839$ 96,450$ 75,000$ (21,450)$ (22.2)
TOTAL REVENUES 59,116$ 75,753$ 112,090$ 92,000$ (20,090)$ (17.9)
EXPENDITURES
Community Outreach &
Engagement 68,866$ 68,006$ 106,728$ 104,348$ (2,380)$ (2.2)
TOTAL EXPENDITURES 68,866$ 68,006$ 106,728$ 104,348$ (2,380)$ (2.2)
Total Revenues Over/(Under)
Expenditures (9,750)$ 7,746$ 5,362$ (12,348)$
Beginning Fund Balance 30,712 20,961 28,708 34,070
ENDING FUND BALANCE 20,961$ 28,708$ 34,070$ 21,722$
*The FY 2018 Amended Budget reflects amendments pending approval of Mayor and Council.
Special Events Fund Budget Summary
Special Events Expenditures by Category
Special Events Expenditures by Event
Advertising, 10900,
10%Food & Meals,
11950, 11%
General Supplies,
10600, 10%
Machinery &
Equipment, 500, 1%
Printing, 10108, 10%
Professional Fees,
20515, 20%
Rental Equipment
& Vehicles, 39775,
38%
Carvin' In
Crabapple, 4400,
4%Christmas In
Crabapple, 17315,
17%
Crabapple Fest,
24358, 23%
Earth Day, 4550, 4%Mayor'S Run, 2050,
2%Memorial Day, 8700,
8%
Other Events, 3050,
3%
Pancake Breakfast
With Santa, 4575, 5%
Rock For
Rescues, 6550,
6%
Spring
Events, 2850,
3%
Summer Series,
17550, 17%
Veteran'S Day, 3900,
4%
Volunteer
Appreciation, 4500,
4%
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
CRABAPPLE FEST
Professional Fees 10,773$ 6,725$ 2,095$ 2,095$ -$ -
Rental Equipment & Vehicles 268 1,006 14,650 14,650 - -
Advertising 2,384 1,350 3,000 3,000 - -
Printing 3,823 1,698 3,013 2,863 (150) (5.0)
General Supplies 437 - 750 750 - -
Food & Meals 1,103 - 1,000 1,000 - -
TOTAL CRABAPPLE FEST 18,788$ 10,779$ 24,508$ 24,358$ (150)$ (0.6)
CARVIN' IN CRABAPPLE
Professional Fees -$ -$ 1,500$ 1,500$ -$ -
Advertising - - 400 450 50 12.5
Printing - - 600 500 (100) (16.7)
General Supplies - - 1,200 700 (500) (41.7)
Food & Meals - - 800 1,000 200 25.0
Machinery & Equipment - - 500 250 (250) (50.0)
TOTAL CARVIN' IN CRABAPPLE -$ -$ 5,000$ 4,400$ (600)$ (12.0)
LITERARY FESTIVAL**
Professional Fees 450$ 2,460$ 1,250$ -$ (1,250)$ (100.0)
Rental Equipment & Vehicles 1,092 357 500 - (500) (100.0)
Advertising 189 409 800 - (800) (100.0)
Printing 330 2,723 2,675 - (2,675) (100.0)
General Supplies 181 568 300 - (300) (100.0)
Food & Meals 1,630 708 1,800 - (1,800) (100.0)
TOTAL LITERARY FESTIVAL 3,871$ 7,225$ 7,325$ -$ (7,325)$ (100.0)
VETERAN'S DAY
Professional Fees -$ -$ 160$ 300$ 140$ 87.5
Rental Equipment & Vehicles - - 500 250 (250) (50.0)
Advertising 1,050 700 700 700 - -
Printing - - - 300 300 -
General Supplies 10 - 650 350 (300) (46.2)
Food & Meals - 169 1,840 2,000 160 8.7
TOTAL VETERAN'S DAY 1,060$ 869$ 3,850$ 3,900$ 50$ 1.3
TREE LIGHTING***
Professional Fees 200$ 500$ -$ -$ -$ -
Rental Equipment & Vehicles 5,415 2,000 6,350 - (6,350) (100.0)
Advertising - 830 350 - (350) (100.0)
Printing 695 - - - - -
General Supplies 591 67 500 - (500) (100.0)
Food & Meals - 64 - - - -
Machinery & Equipment - - 2,062 - (2,062) (100.0)
TOTAL TREE LIGHTING 6,901$ 3,460$ 9,262$ -$ (9,262)$ (100.0)
CHRISTMAS IN CRABAPPLE
Professional Fees 735$ 1,340$ 1,870$ 1,870$ -$ -
Rental Equipment & Vehicles 772 510 492 11,875 11,383 2,313.6
Advertising - 50 362 800 438 121.0
Printing - - 480 770 290 60.4
General Supplies 311 16 250 500 250 100.0
Food & Meals - - 53 1,500 1,447 2,730.2
TOTAL CHRISTMAS IN CRABAPPLE 1,819$ 1,915$ 3,507$ 17,315$ 13,808$ 393.7
PANCAKE BREAKFAST WITH SANTA
Professional Fees 350$ 280$ 400$ 400$ -$ -
Rental Equipment & Vehicles 733 885 1,000 1,000 - -
Advertising - - 350 450 100 28.6
Printing - - 576 725 149 25.9
Special Events Fund Expenditures By Event
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
Special Events Fund Expenditures By Event
General Supplies 443 280 700 1,000 300 42.9
Food & Meals 1,081 900 27 1,000 973 3,603.7
Machinery & Equipment 370 - 247 - (247) (100.0)
TOTAL PANCAKE BREAKFAST WITH SANTA 2,978$ 2,345$ 3,300$ 4,575$ 1,275$ 38.6
MAYOR'S RUN
Professional Fees 367$ -$ -$ -$ -$ -
Rental Equipment & Vehicles - 367 400 400 - -
Advertising 1,276 385 372 450 78 21.0
Printing 224 248 578 1,000 422 73.0
General Supplies - 152 200 200 - -
TOTAL MAYOR'S RUN 1,867$ 1,151$ 1,550$ 2,050$ 500$ 32.3
EARTH DAY
Professional Fees 5,964$ 1,425$ 1,741$ 1,700$ (41)$ (2.4)
Rental Equipment & Vehicles 1,296 136 541 500 (41) (7.6)
Advertising 350 350 450 450 - -
Printing 193 533 240 600 360 150.0
Contract Labor - 720 - - - -
General Supplies 234 330 960 1,050 90 9.4
Food & Meals 230 131 250 250 - -
TOTAL EARTH DAY 8,267$ 3,625$ 4,182$ 4,550$ 368$ 8.8
SPRING EVENTS
Professional Fees -$ 840$ 800$ 800$ -$ -
Rental Equipment & Vehicles - 991 451 400 (51) (11.3)
Advertising - 350 - 350 350 -
Printing - 94 60 500 440 733.3
General Supplies - 41 1,300 500 (800) (61.5)
Food & Meals - - - 300 300 -
TOTAL SPRING EVENTS -$ 2,316$ 2,611$ 2,850$ 239$ 9.2
ROCK FOR RESCUES (FORMERLY HOMETOWN JUBILEE)
Professional Fees 2,608$ 500$ 1,700$ 1,000$ (700)$ (41.2)
Rental Equipment & Vehicles - 840 1,487 1,500 13 0.9
Advertising 1,801 385 1,200 1,550 350 29.2
Printing 126 480 600 600 - -
Contract Labor - 3,690 - - - -
General Supplies 969 - 1,800 1,300 (500) (27.8)
Food & Meals 86 35 502 600 98 19.5
TOTAL ROCK FOR RESCUES 5,591$ 5,930$ 7,289$ 6,550$ (739)$ (10.1)
MEMORIAL DAY
Professional Fees 1,450$ 3,301$ 2,379$ 1,550$ (829)$ (34.8)
Rental Equipment & Vehicles 3,401 1,305 3,071 2,900 (171) (5.6)
Advertising 1,450 700 950 1,550 600 63.2
Printing 1,023 1,489 1,750 1,000 (750) (42.9)
General Supplies 180 28 250 500 250 100.0
Food & Meals 366 300 1,000 1,200 200 20.0
TOTAL MEMORIAL DAY 7,871$ 7,123$ 9,400$ 8,700$ (700)$ (7.4)
SUMMER SERIES
Professional Fees 3,368$ 8,550$ 8,101$ 8,700$ 599$ 7.4
Rental Equipment & Vehicles 536 4,314 5,650 5,100 (550) (9.7)
Advertising 1,050 735 2,087 800 (1,287) (61.7)
Printing 576 480 585 500 (85) (14.5)
Contract Labor - 1,170 720 - (720) (100.0)
General Supplies - 681 280 1,500 1,220 435.7
Food & Meals - 322 438 700 262 59.8
Machinery & Equipment - - 897 250 (647) (72.1)
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
Special Events Fund Expenditures By Event
TOTAL SUMMER SERIES 5,530$ 16,251$ 18,758$ 17,550$ (1,208)$ (6.4)
VOLUNTEER APPRECIATION
Rental Equipment & Vehicles -$ -$ 400$ 400$ -$ -
Advertising - - 260 350 90 34.6
Printing - - 250 250 - -
General Supplies - - 176 1,500 1,324 752.3
Food & Meals - - 1,600 2,000 400 25.0
TOTAL VOLUNTEER APPRECIATION -$ -$ 2,686$ 4,500$ 1,814$ 67.5
OTHER EVENTS
Professional Fees 2,930$ 1,246$ 377$ 600$ 223$ 59.2
Rental Equipment & Vehicles - - 224 800 576 257.1
Advertising - 350 - - - -
Printing 96 1,321 - 500 500 -
Maintenance Contracts - - 576 - (576) (100.0)
General Supplies 1,213 1,682 1,923 750 (1,173) (61.0)
Food & Meals 86 417 400 400 - -
TOTAL OTHER EVENTS 4,324$ 5,016$ 3,500$ 3,050$ (450)$ (12.9)
TOTAL EXPENDITURES 68,866$ 68,006$ 106,728$ 104,348$ (2,380)$ (2.2)
*The FY 2018 Amended Budget reflects amendments pending approval of Mayor and Council.
**The Literary Festival has been handed over to the authors and will no longer be a City run event.
***Expenditures associated with the tree lighting have been combined with the Christmas in Crabapple Event.
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
REVENUES
Fines & Forfeitures - Federal 52,174$ 20,761$ 11,088$ -$ (11,088)$ (100.0)
Fines & Forfeitures - State - 1,413 - - - -
Investment Income - Federal 59 29 27 -
Investment Income - State 22 22 16 -
subtotal 52,255$ 22,225$ 11,131$ -$ (11,131)$ (100.0)
Other Financing Sources
Interfund Transfers In - - 1,700 - (1,700) (100.0)
subtotal -$ -$ 1,700$ -$ (1,700)$ (100.0)
TOTAL REVENUES 52,255$ 22,225$ 12,831$ -$ (12,831)$ (100.0)
EXPENDITURES
Police - Federal 139,531$ 758$ 24,140$ 69,389$ 45,249$ 187.4
Poilce - State 706 - 55,282 - (55,282) (100.0)
TOTAL EXPENDITURES 140,237$ 758$ 79,422$ 69,389$ (10,033)$ (12.6)
Total Revenues Over/(Under)
Expenditures (87,982)$ 21,466$ (66,591)$ (69,389)$
Beginning Fund Balance 202,497 114,515 135,981 69,390
ENDING FUND BALANCE 114,515$ 135,981$ 69,390$ 1$
*The FY 2018 Amended Budget reflects amendments pending approval of Mayor and Council.
Confiscated Assets Fund Budget Summary
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
REVENUES
Charges for Services 935,499$ 923,104$ 930,000$ 950,000$ 20,000$ 2.2
Investment Income 107 - - - - -
TOTAL REVENUES 935,605$ 923,104$ 930,000$ 950,000$ 20,000$ 2.2
EXPENDITURES
Police 998,321$ 923,107$ 930,000$ 950,000$ 20,000$ 2.2
TOTAL EXPENDITURES 998,321$ 923,107$ 930,000$ 950,000$ 20,000$ 2.2
Total Revenues Over/(Under)
Expenditures (62,716)$ (3)$ -$ -$
Beginning Fund Balance 62,719 3 - -
ENDING FUND BALANCE 3$ -$ -$ -$
*The FY 2018 Amended Budget reflects amendments pending approval of Mayor and Council.
E911 Fund Budget Summary
FY 2016
Total Activity
FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
$
Variance
%
Variance
REVENUES
Taxes 66,218$ 75,289$ 79,000$ 75,000$ (4,000)$ (5.1)
TOTAL REVENUES 66,218$ 75,289$ 79,000$ 75,000$ (4,000)$ (5.1)
EXPENDITURES
Interfund Transfers Out
General Fund 19,218$ 20,000$ -$ -$ -$ -
Special Events Fund 47,000 55,289 79,000 75,000 (4,000)$ (5.1)
TOTAL EXPENDITURES 66,218$ 75,289$ 79,000$ 75,000$ (4,000)$ (5.1)
Total Revenues Over/(Under)
Expenditures -$ -$ -$ -$
Beginning Fund Balance - - - -
ENDING FUND BALANCE -$ -$ -$ -$
*The FY 2018 Amended Budget reflects amendments pending approval of Mayor and Council.
Hotel/Motel Tax Fund Budget Summary
Capital
Projects Funds
PROJECT FY 2017
Total Activity
FY 2018
Amended
Budget*
FY 2019
Proposed
Budget
FY 2020 FY 2021 FY 2022 Program Total
REVENUES
Taxes 3,025,821$ 6,185,000$ 6,000,000$ 6,300,000$ 6,300,000$ 3,680,124$ 31,490,945$
Investment Income 169 - 10,800 36,000 36,000 5,000 87,969
Charges for Services
Impact Fees - - - 120,000 120,000 120,000 360,000
TOTAL REVENUES 3,025,990$ 6,185,000$ 6,010,800$ 6,456,000$ 6,456,000$ 3,805,124$ 31,938,914$
EXPENDITURES
Public Works
TSPLOST Program Management 25,929$ 224,071$ 125,000$ 125,000$ 125,000$ 125,000$ 750,000$
Windward Parkway MIL-038 - 500,000 - - - - 500,000
SR140 @ Green MIL-009 - 1,010,000 - - - - 1,010,000
NE Crabapple Connector MIL-005/MIL-030 24,975 2,308,325 2,726,000 - - - 5,059,300
Hopewell @ Bethany MIL-001 14,625 657,075 2,408,300 - - - 3,080,000
Freemanville @ Birmingham MIL-004 - 50,000 50,000 100,000 200,000 1,590,000 1,990,000
Hopewell @ Thompson MIL-006 - 400,000 1,000,000 2,400,000 - - 3,800,000
Pedestrian 1 MIL-034 - 100,000 - 1,400,000 1,801,490 - 3,301,490
Hopewell @ Hamby MIL-008 - 200,000 500,000 2,720,000 - - 3,420,000
Birmingham Middle Bridge MIL-012 - 160,000 1,450,000 - 1,610,000
Morris Road Widening MIL-031 400 649,600 - - 1,640,000 3,150,000 5,440,000
Bethany @ Providence MIL-002 - 200,000 - - 100,000 1,520,000 1,820,000
TOTAL EXPENDITURES 65,929$ 6,299,071$ 6,809,300$ 6,905,000$ 5,316,490$ 6,385,000$ 31,780,790$
Total Revenues Over/(Under) Expenditures 2,960,061$ (114,071)$ (798,500)$ (449,000)$ 1,139,510$ (2,579,876)$
Beginning Fund Balance - 2,960,061 2,845,990 2,047,490 1,598,490 2,738,000
ENDING FUND BALANCE 2,960,061$ 2,845,990$ 2,047,490$ 1,598,490$ 2,738,000$ 158,124$
Note: The current TSPLOST program was approved by voters in November 2016 and revenue collections began in April 2017.
Transportation Local Option Sales Tax (TSPLOST) Fund
Program Summary
TSPLOST PROGRAM
Estimated Project Cost:750,000
Estimated Completion:
DEPARTMENT:Account #:335-4101-541000000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 111,004
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 750,000
Total Project Cost:750,000 Rollover at FYE 18 138,996
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
TSPLOST Financing 250,000 125,000 125,000 125,000 125,000 - - - 750,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:250,000 125,000 125,000 125,000 125,000 - - - 750,000 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:TSPLOST Program Management
Public Works
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
With the passage of the November 2016 TSPLOST Referendum as well as a need for support of the existing capital improvement program
and land development, the Department of Public Works requested proposals for City Program Management Services. In accordance with
our standard procurement practices a Request for Qualifications (RFQ) was issued to identify the most qualified team to provide the
required services and BM&K was awarded the City Program Management contract. The services to be provided could include overall
program management, design project management, right of way management and acquisition, construction project management,
construction inspection, and materials and testing services.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Program Management, Right of Way and Construction Inspection by BM&K
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
TSPLOST PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400001
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 500,000
Total Project Cost:500,000 Rollover at FYE 18 500,000
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
TSPLOST Financing 500,000 - - - - - - - 500,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:500,000 - - - - - - - 500,000 -
-
-
-
-
-
Personnel
Maintenance
Other
Revenues
Total:
500,000
Public Works
Provide Quality Services Non-Recurring
Windward Parkway Improvements
Provide Responsible and Responsive Government
PROJECT NAME:Windward Parkway MIL-038
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Financial support of Alpharetta project ALP-005 Windward Parkway improvements including the addition of one travel lane in each
direction from State Route 9 to Westside Parkway to improve traffic flow and safety.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
TSPLOST PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400002
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 150,000
Construction 860,000 Expended Through FY 18 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other
Total Project Cost:1,010,000 Rollover at FYE 18 1,010,000
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
TSPLOST Budget 1,010,000 - - - - - - - 1,010,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:1,010,000 - - - - - - - 1,010,000 -
-
-
-
-
-
Personnel
Maintenance
Other
Revenues
Total:
$1,010,000
N/A
Public Works
Provide Quality Services Non-Recurring
Insert picture
Proposed Signal Improvements
Provide Responsible and Responsive Government
PROJECT NAME:SR140 @ Green MIL-009
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This project will consider a new traffic signal for SR 140/Arnold Mill Road at Green Road is in response to identification of the project in the
2016 City of Milton Comprehensive Transportation Plan, the 2016 Fulton County TSPLOST initiative project list, and the 2018 North Fulton
Comprehensive Transportation Plan. Other improvement alternatives may be considered in coordination with GDOT.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
TSPLOST PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400003
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 188,300
Construction 4,600,000 Expended Through FY 18 160,426
Land Acquisition 200,000
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:4,988,300 Rollover at FYE 18 2,101,874
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
TSPLOST Financing 2,262,300 2,726,000 - - - - - 4,988,300
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:2,262,300 2,726,000 - - - - - - 4,988,300 -
-
-
-
-
-
Insert picture
Crabapple NE Connector and Roundabout at Mayfield Rd and Charlotte Dr
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Provides for the design and construction of the Crabapple northeast connector road from Charlotte Rd to SR 372 and intersection
improvements at Charlotte Road and Mayfield Road as identified in the Crabapple Master Plan. $2,211,700 = right of way
donations
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Provide Responsible and Responsive Government
PROJECT NAME:NE Crabapple Connector MIL005/MIL030
$4,988,300
2019
Public Works
TSPLOST PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 180,000
Construction 2,400,000 Expended Through FY 18 29,705
Land Acquisition 500,000
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other
Total Project Cost:3,080,000 Rollover at FYE 18 641,995
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
TSPLOST Financing 671,700 2,408,300 - - - - - 3,080,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:671,700 2,408,300 - - - - - - 3,080,000 -
-
-
-
-
-
Insert picture
Project Location
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Operational improvements that will address the intersections of Hopewell Road with Bethany Bend, Bethany Oaks Pointe, and Bethany Way
and may include turn lanes, traffic signal(s) or roundabout(s).
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Provide Responsible and Responsive Government
PROJECT NAME:Hopewell @ Bethany MIL-001
$3,080,000
Public Works
TSPLOST PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400005
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 150,000
Construction 1,385,000 Expended Through FY 18 -
Land Acquisition 100,000
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 355,000
Total Project Cost:1,990,000 Rollover at FYE 18 50,000
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
TSPLOST Financing 50,000 50,000 100,000 200,000 1,590,000 - - - 1,990,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:50,000 50,000 100,000 200,000 1,590,000 - - - 1,990,000 -
-
-
-
-
-
Roundabout Concept Alternative
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Operational improvements that will address the all way stop controlled intersection and may include turn lanes, traffic signal or roundabout.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Provide Responsible and Responsive Government
PROJECT NAME:Freemanville @ B'Ham MIL-004
$1,990,000
Public Works
TSPLOST PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400006
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 200,000
Construction 2,435,000 Expended Through FY 18 30,167
Land Acquisition 500,000
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 665,000
Total Project Cost:3,800,000 Rollover at FYE 18 369,833
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
TSPLOST Financing 400,000 1,000,000 2,400,000 - - - - - 3,800,000
Debt Financing - - - - - - - - -
GDOT HPP Funds - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:400,000 1,000,000 2,400,000 - - - - - 3,800,000 -
-
-
-
-
-
Insert picture
Roundabout Concept Alternative
IMPACT ON OPERATING
BUDGET:
Annual impact will be minimal Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Realignment of offset intersections and operational improvements that may include turn lanes, traffic signal(s) or roundabout.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Provide Responsible and Responsive Government
PROJECT NAME:Hopewell @ Thompson MIL-006
$3,800,000
2018
Public Works
TSPLOST PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400007
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 171,000 TSPLOST Operating
Construction 1,801,490 Expended Through FY 18 - -
Land Acquisition 1,400,000
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other TSPLOST Operating
Total Project Cost:3,372,490 Rollover at FYE 18 171,000 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
TSPLOST Financing 171,000 1,400,000 1,801,490 - - - - 3,372,490
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:171,000 - 1,400,000 1,801,490 - - - - 3,372,490 -
-
-
-
-
-
Insert picture
2017 Milton Trails Blueprint
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Develop a multi-purpose, connecting trail system that includes the Golf Course site, the Fulton County School site, the Central Milton Trail,
and the connection to Providence Park. Included as part of this initiative shall be a determination of shared or separate uses of the
proposed trails as it relates to vehicle, pedestrian, bicycle and equestrian uses.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Provide Responsible and Responsive Government
PROJECT NAME:Pedestrian 1 MIL-034
$3,372,490
Public Works
TSPLOST PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400008
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 200,000
Construction 2,127,000 Expended Through FY 18 30,167
Land Acquisition 500,000
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 593,000
Total Project Cost:3,420,000 Rollover at FYE 18 169,833
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
TSPLOST Financing 200,000 500,000 2,720,000 - - - - - 3,420,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:200,000 500,000 2,720,000 - - - - - 3,420,000 -
-
-
-
-
-
Insert picture
Roundabout Concept Alternative
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Operational improvements at the intersection and may include turn lanes, traffic signal or roundabout.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Provide Responsible and Responsive Government
PROJECT NAME:Hopewell @ Hamby MIL-008
$3,420,000
Public Works
TSPLOST PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400009
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 150,000 TSPLOST Operating
Construction 1,450,000 Expended Through FY 18 - -
Land Acquisition 10,000
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other TSPLOT Operating
Total Project Cost:1,610,000 Rollover at FYE 18 - -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
TSPLOST Financing - - 160,000 1,450,000 - - - - 1,610,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:- - 160,000 1,450,000 - - - - 1,610,000 -
-
-
-
-
-
Insert picture
FIRM Map of Bridge Location
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
The concept recommendation for improvement is replacing the existing bridge with a triple 10’x10’ box culvert and raising the existing road
up to 6’ feet at the deepest section to prevent flooding of the roadway for the major storm events. The raising of Birmingham Road will
necessitate raising Manor Trace due to the proximity to the intersection.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Provide Responsible and Responsive Government
PROJECT NAME:Birmingham Middle Bridge MIL-012
$1,610,000
Public Works
TSPLOST PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400010
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 300,000 TSPLOST Operating
Construction 3,150,000 Expended Through FY 18 16,705 -
Land Acquisition 1,601,163
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 388,837 TSPLOST Operating
Total Project Cost:5,440,000 Rollover at FYE 18 633,295 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
TSPLOST Financing 650,000 - - 1,640,000 3,150,000 - - - 5,440,000
Debt Financing - - - - - - - - -
Grant Funding-CDBG - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:650,000 - - 1,640,000 3,150,000 - - - 5,440,000 -
-
-
-
-
-
2009 CTP Recommendation
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
The overall project is for a proposed widening of Morris Road from Webb Road to Bethany Bend tying into McGinnis Ferry Road widening at
Bethany Bend. The cross section is proposed as a 4 lane divided roadway with landscaped median/turn lanes and multiuse trail including
intersection improvements at Webb Road.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Provide Responsible and Responsive Government
PROJECT NAME:Morris Road Widening MIL-031
$5,440,000
Public Works
TSPLOST PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:335-4101-541400012
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 150,000
Construction 1,520,000 Expended Through FY 18 -
Land Acquisition 150,000
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other
Total Project Cost:1,820,000 Rollover at FYE 18 200,000
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
TSPLOST Financing 200,000 - - 100,000 1,520,000 - - - 1,820,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Operating Budget - - - - - - - - -
Funding Source Total:200,000 - - 100,000 1,520,000 - - - 1,820,000 -
-
-
-
-
-
Project Location
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Operational improvements at the intersection and may include turn lanes, traffic signal or roundabout.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Provide Responsible and Responsive Government
PROJECT NAME:Bethany @ Providence MIL-002
$1,820,000
Public Works
Capital Improvement Plan
FY2019-FY2025 Summary
FY 2019
Proposed
Budget
FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 TOTAL
REVENUES
Property Taxes 110,000$ 110,000$ 110,000$ 110,000$ 110,000$ 110,000$ 110,000$ 770,000$
Intergovernmental Revenues 405,528 375,000 375,000 375,000 375,000 375,000 375,000 2,655,528
Charges for Services 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000
Impact Fees 855,500 735,500 722,500 722,500 722,500 722,500 722,500 5,203,500
Investment Income 100,000 - - - - - - 100,000
Miscellaneous Revenue 79,404 77,400 77,400 77,400 77,400 77,400 77,400 543,804
Proposed Debt (G.O. Bond)- 7,500,000 - 1,950,000 - - - 9,450,000
Interfund Transfers In From General Fund 5,632,380 4,696,970 4,807,671 4,190,121 4,439,672 3,466,787 3,472,582 30,706,184
TOTAL REVENUES 7,332,812$ 13,644,870$ 6,242,571$ 7,575,021$ 5,874,572$ 4,901,687$ 4,907,482$ 50,479,015$
EXPENDITURES
Mayor & Council 79,404$ 77,400$ 77,400$ 77,400$ 77,400$ 77,400$ 77,400$ 543,804$
General Government Buildings 13,000 13,000 - - - - - 26,000
Police 242,855 173,500 165,000 165,000 165,000 165,000 165,000 1,241,355
Fire 1,031,165 1,031,165 737,500 2,537,500 587,500 587,500 587,500 7,099,830
Public Works 3,645,214 3,300,000 3,454,642 3,010,079 3,015,361 3,020,813 3,026,439 22,472,548
Parks & Recreation 870,140 8,850,000 1,600,000 1,600,000 1,850,000 950,000 950,000 16,670,140
Community Development 109,636 63,000 68,000 63,000 50,000 - - 353,636
FY 2019 Capital Initiatives 1,177,350 - 1,177,350
Contingencies / Unallocated 164,048 136,805 140,029 122,042 129,311 100,974 101,143 894,353
TOTAL EXPENDITURES 7,332,812$ 13,644,870$ 6,242,571$ 7,575,021$ 5,874,572$ 4,901,687$ 4,907,482$ 50,479,015$
CIP Revenues by Source
CIP Expenditures by Department
Property Taxes,
$110,000 , 1%
Intergovernmental
, $405,528 , 6%Charges for
Services, $150,000
, 2%
Impact Fees,
$855,500 , 12%
Investment
Income,
$100,000 ,
1%
Interfund Transfers
In, $5,632,380 ,
77%
Miscellaneous ,
$79,404 , 1%
Mayor & Council,
$79,404 , 1%
General
Government
Buildings, $13,000 ,
0%Police, $242,855 ,
3%
Fire, $1,031,165 ,
14%
Public Works,
$3,645,214 , 50%
Parks & Recreation,
$870,140 , 12%
Community
Development,
$109,636 , 2%
Contingency,
$164,048 , 2%
Initiatives,
$1,177,350 , 16%
Capital Improvement Plan
FY2019-FY2025 Funding Requests By Department/Project
All Funding Sources
DEPARTMENT PROJECT Estimated Project
Cost
PREVIOUSLY
ALLOCATED (ALL
SOURCES)
FY19-FY25
Operating
Transfers
FY19-FY25
Impact Fees
FY19-FY25
Proposed Debt
Financing
FY19-FY25 Other
Funding Sources
Unfunded
Amount / (Over)
MAYOR & COUNCIL
Mayor & Council Land Conservation -$ 1,262,627$ -$ -$ -$ 543,804$ -$
Mayor & Council Green Space Bond Initiative 128,000 128,000 - - - - -
TOTAL MAYOR & COUNCIL 128,000$ 1,390,627$ -$ -$ -$ 543,804$ -$
GENERAL ADMINISTRATION
General Administration Vehicle Replacement Reserve -$ 33,176$ -$ -$ -$ -$ -$
TOTAL GENERAL ADMINISTRATION -$ 33,176$ -$ -$ -$ -$ -$
INFORMATION TECHNOLOGY
Information Technology Records Management System 196,628$ 196,628$ -$ -$ -$ -$ -$
TOTAL INFORMATION TECHNOLOGY 196,628$ 196,628$ -$ -$ -$ -$ -$
GENERAL GOVERNMENT BUILDINGS
General Government Buildings City Hall 12,814,573$ 12,814,573$ -$ -$ -$ -$ -$
General Government Buildings Police/Fire/Court Facility 15,750,708 15,724,708 - 26,000 - - 0
TOTAL GENERAL GOVERNMENT BUILDINGS 28,565,281$ 28,539,281$ -$ 26,000$ -$ -$ 0$
POLICE
Police Vehicle Replacement Reserve -$ 1,036,357$ 1,241,355$ -$ -$ -$ -$
TOTAL POLICE -$ 1,036,357$ 1,241,355$ -$ -$ -$ -$
FIRE
Fire Fire Station Roof Replacement 80,000$ 80,000$ -$ -$ -$ -$ -$
Fire Station 42 Replacement 2,316,426 2,171,426 - 145,000 - - 0
Fire Apparatus/Vehicle Replacement - 2,003,656 4,120,000 362,500 - - -
Fire AED Units 46,218 46,218 - - - - -
Fire Mass Notification Sirens 298,200 298,200 - - - - -
Fire SCBA Replacement 372,330 - 372,330 - - - -
Fire West Side Fire Station 2,100,000 - 150,000 - 1,950,000 - -
TOTAL FIRE 5,213,174$ 4,599,500$ 4,642,330$ 507,500$ 1,950,000$ -$ 0$
PUBLIC WORKS
Public Works Parcel Alignment Project 65,000$ 65,000$ -$ -$ -$ -$ -$
Public Works Asset Management Software 49,448 49,448 - - - - -
Public Works Bridge Replacement Program - 491,172 2,060,000 - - - -
Public Works Construction Inspectors - 99,912 - - - - -
Public Works Crabapple SE Connector 150,000 - 150,000 - - - -
Public Works Crabapple Streetscape 782,250 782,250 - - - - -
Public Works Gravel Roads Maintenance - 550,452 1,107,652 - - - -
Public Works Intersection-Crabapple @ Birmingham 4,849,527 4,849,527 - - - - -
Public Works Intersection-Freemanville @ Providence 2,149,398 1,935,398 94,000 120,000 - - (0)
Public Works Intersection-Hopewell @ Birmingham 1,751,011 1,751,011 - - - - -
Public Works Pavement Management - 9,684,814 10,164,995 - - 4,475,528 -
Public Works Repair Major Stormwater Structures - 1,131,464 1,830,000 - - - -
Public Works Re-Striping Existing Roads - 174,239 560,000 - - - -
Public Works Sidewalk Construction & Repair - 1,552,682 700,000 - - - -
Public Works Storage Building and Yard Construction 604,271 404,271 200,000 - - - 0
Public Works Traffic Calming - 127,663 - - - - -
Public Works Trail Connection to Big Creek Greenway 1,150,000 250,318 899,682 - - - -
Public Works Vehicle Replacement Reserve - 199,725 110,691 - - - -
Public Works Mobile Traffic Control Center 320,000 - - - - - 320,000
TOTAL PUBLIC WORKS 11,870,905 24,099,346 17,877,020 120,000 - 4,475,528 320,000
Capital Improvement Plan
FY2019-FY2025 Funding Requests By Department/Project
All Funding Sources
DEPARTMENT PROJECT Estimated Project
Cost
PREVIOUSLY
ALLOCATED (ALL
SOURCES)
FY19-FY25
Operating
Transfers
FY19-FY25
Impact Fees
FY19-FY25
Proposed Debt
Financing
FY19-FY25 Other
Funding Sources
Unfunded
Amount / (Over)
PARKS & RECREATION
Parks & Recreation Bell Memorial Park Shade Structures 117,220$ 69,554$ 47,666$ -$ -$ -$ -$
Parks & Recreation Thomas S Byrd Sr House Rennovations 826,567 826,567 - - - - (0)
Parks & Recreation Park & Trail Expansion - 3,807,956 (561,041) 4,550,000 - - -
Parks & Recreation Vehicle Replacement Reserve - 29,782 - - - - -
Parks & Recreation Providence Park 3,697,320 298,805 3,398,515 - - - -
Parks & Recreation Chadwick Landfill 1,000,000 - 1,000,000 - - - -
Parks & Recreation Birmingham Park 1,500,000 - 600,000 - - - 900,000
Parks & Recreation Master Plan Update 197,340 197,340 - - - - -
Parks & Recreation Community Center 7,500,000 - - - 7,500,000 - -
Parks & Recreation Land Conservation - 24,770,043 - - - 100,000 -
Parks & Recreation (New)Mayfield Road Park 35,000 - 35,000 - - - -
TOTAL PARKS & RECREATION 14,873,447$ 30,000,047$ 4,520,140$ 4,550,000$ 7,500,000$ 100,000$ 900,000$
COMMUNITY DEVELOPMENT
Community Development Tree Recompense -$ 371,150$ -$ -$ -$ -$ -$
Community Development Downtown Milton Master Plan 91,449 91,449 - - - - -
Community Development Gateway/Wayfinding Signage & Historic Markers 547,313 220,313 327,000 - - - -
Community Development Unified Development Code 195,000 168,364 26,636 - - - 0
Community Development Tree Ordinance Revision 38,313 38,313 - - - - -
Community Development Permit Tracking Software 265,500 265,500 - - - - -
TOTAL COMMUNITY DEVELOPMENT 1,137,574$ 1,155,088$ 353,636$ -$ -$ -$ 0$
TOTAL CAPITAL IMPROVEMENT PLAN 61,985,010$ 91,050,050$ 28,634,481$ 5,203,500$ 9,450,000$ 5,119,332$ 1,220,001$
Operating Transfers (Pay-As-You-Go) Funding
DEPARTMENT PROJECT
FY 2019
Proposed
Budget
FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
POLICE
Police Vehicle Replacement Reserve 242,855$ 173,500$ 165,000$ 165,000$ 165,000$ 165,000$ 165,000$
TOTAL POLICE 242,855$ 173,500$ 165,000$ 165,000$ 165,000$ 165,000$ 165,000$
FIRE
Fire Apparatus/Vehicle Replacement 772,500$ 772,500$ 515,000$ 515,000$ 515,000$ 515,000$ 515,000$
Fire SCBA Replacement 186,165 186,165 - - - - -
Fire West Side Fire Station - - 150,000 - - - -
TOTAL FIRE 958,665$ 958,665$ 665,000$ 515,000$ 515,000$ 515,000$ 515,000$
PUBLIC WORKS
Public Works Bridge Replacement Program 260,000$ 300,000$ 300,000$ 300,000$ 300,000$ 300,000$ 300,000$
Public Works Crabapple SE Connector - - 150,000 - - - -
Public Works Gravel Roads Maintenance 100,000 155,000 159,960 165,079 170,361 175,813 181,439
Public Works Intersection-Freemanville @ Providence 94,000 - - - - - -
Public Works Pavement Management 1,524,995 1,440,000 1,440,000 1,440,000 1,440,000 1,440,000 1,440,000
Public Works Repair Major Stormwater Structures 180,000 275,000 275,000 275,000 275,000 275,000 275,000
Public Works Re-Striping Existing Roads 80,000 80,000 80,000 80,000 80,000 80,000 80,000
Public Works Sidewalk Construction & Repair 100,000 100,000 100,000 100,000 100,000 100,000 100,000
Public Works Storage Building and Yard Construction 200,000 - - - - - -
Public Works Trail Connection to Big Creek Greenway 300,000 300,000 299,682 - - - -
Public Works Vehicle Replacement Reserve 20,691 15,000 15,000 15,000 15,000 15,000 15,000
TOTAL PUBLIC WORKS 2,859,686$ 2,665,000$ 2,819,642$ 2,375,079$ 2,380,361$ 2,385,813$ 2,391,439$
PARKS & RECREATION
Parks & Recreation Bell Memorial Park Shade Structures 47,666$ -$ -$ -$ -$ -$ -$
Parks & Recreation Park & Trail Expansion (561,041) - - - - - -
Parks & Recreation Providence Park 598,515 700,000 700,000 700,000 700,000 - -
Parks & Recreation Chadwick Landfill - - 250,000 250,000 500,000 - -
Parks & Recreation Birmingham Park - - - - - 300,000 300,000
Parks & Recreation (New)Mayfield Road Park 35,000 - - - - - -
TOTAL PARKS & RECREATION 120,140$ 700,000 950,000 950,000 1,200,000$ 300,000$ 300,000$
COMMUNITY DEVELOPMENT
Community Development Gateway/Wayfinding Signage & Historic Markers 83,000$ 63,000$ 68,000$ 63,000$ 50,000$ -$ -$
Community Development Unified Development Code 26,636 - - - - - -
TOTAL COMMUNITY DEVELOPMENT 109,636$ 63,000$ 68,000$ 63,000$ 50,000$ -$ -$
TOTAL CAPITAL IMPROVEMENT PLAN 4,290,982$ 4,560,165$ 4,667,642$ 4,068,079$ 4,310,361$ 3,365,813$ 3,371,439$
Capital Improvement Plan
FY2019-FY2025 Funding Requests By Department/Project
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-1110-541100001
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj Fd G.O. Bond Fd
Construction - Expended Through FY 18 382,354 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj Fd G.O. Bond Fd
Total Project Cost:- Rollover at FYE 18 880,273 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 1,185,227 - - - - - - - 1,185,227
Cell Tower Leases 77,400 79,404 77,400 77,400 77,400 77,400 77,400 77,400 621,204
GO Bond - - - - - - - - -
Interest Earned - - - - - - - - -
Funding Source Total:1,262,627 79,404 77,400 77,400 77,400 77,400 77,400 77,400 1,806,431 -
-
-
-
-
-
Protect and Preserve Open Space
PROJECT NAME:Land Conservation
$0
2030
Mayor & Council
Open Space Preservation
PROJECT DESCRIPTION and/or
JUSTIFICATION:
FY15 Note: The City of Milton invested in a Conservation Plan and it was recently delivered with several recommendations. One of the themes is
that Milton should attempt to protect an equal number of acres each year as is developed. While we are still in the process of determining which of
many land conservation options will be used, this funding is designed to be a first a step toward our initial conservation transactions. The actual
program design is being constructed. This funding will allow us to move beyond the planning phase and into an actual conservation project(s).
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Total:
Insert picture
Milton Landscape
IMPACT ON OPERATING
BUDGET:
This project should have no impact on the operating budget as the transaction once complete is
intended to be held by a land trust and no further action should be required by Milton staff or by
using Milton resources.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-1110-521200001
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj Fd
Construction - Expended Through FY 18 124,064.55
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 128,000 Cap Proj Fd
Total Project Cost:128,000 Rollover at FYE 18 3,935.45
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 128,000 - - - - - - - 128,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:128,000 - - - - - - - 128,000 -
-
-
-
-
-
Protect and Preserve Open Space
PROJECT NAME:Green Space Bond Initiative
$128,000
2018
Mayor & Council
Open Space Preservation
PROJECT DESCRIPTION and/or
JUSTIFICATION:
FY16 Note: Recognizing that preservation of open space or green space is a priority of the community, we are looking to explore the option of
doing a green print plan and pursuing general obligation bond financing for the preservation of green space. The estimated cost of the green print
is around $100k-$150k and the cost of using a firm to assist with the GO bond process is around $37,000. A green print is not a prerequisite to moving
this initiative forward, but it is an option and one that should be funded if the City Council decides to move in that direction.
FY18 Note: A greenspace bond referendum was passed in November 2017 for $25 million. The city and the Milton Greenspace Advisory Committee
(MGAC) have been diligently working towards identifying potential opportunities for the preservation of our green space. The City has retained the
services of Georgia Conservancy to assist us with creating a conservation plan. The appropriations over and above the cost of the consulting
services are being moved into other capital improvement projects.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-1500-542202000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 19,414
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:- Rollover at FYE 18 13,762
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 33,176 - - - - - - - 33,176
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:33,176 - - - - - - - 33,176 -
-
500
-
-
500
Provide Responsible and Responsive Government
PROJECT NAME:Vehicle Replacement Reserve
(Admin)
$0
N/A
General Administration
Provide Quality Services
PROJECT DESCRIPTION
and/or JUSTIFICATION:
These funds provide for standard replacement of vehicles other than Police, Fire and Public Works
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
The impact will involve general vehicle maintenance and gasoline Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-1535-542401000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 190,804
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 196,628
Total Project Cost:196,628 Rollover at FYE 18 5,824
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 196,628 - - - - - - - 196,628
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:196,628 - - - - - - - 196,628 -
-
29,000
-
-
29,000 Total:
IMPACT ON OPERATING
BUDGET:
The fiscal impact will be the initial cost of implementation, followed by an annually renewed
support agreement. The annual cost will be offset by the cancellation of our current annual
agreement with Optiview ($11,000)
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
[Type in your strategic action item]
PROJECT DESCRIPTION
and/or JUSTIFICATION:
A new records management system will combine existing records into a single repository that integrates with the city's different software
applications to centralize data and increase transparency to citizens. Workflow features will streamline processes, and employees will access
the data through a single interface. Having all city records and searchable in one location will result in faster data search and retrieval,
reduce the amount of office space needed to store physical records, and increase collaboration between employees and citizens.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Strategic, Efficient & Engaged Government
PROJECT NAME:Records Management System
$196,628
2019
Information Technology
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-1565-541200001
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 200,000
Construction 11,668,922 Expended Through FY 18 12,744,240
Land Acquisition 945,651
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:12,814,573 Rollover at FYE 18 70,333
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 12,814,573 - - - - - - - 12,814,573
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:12,814,573 - - - - - - - 12,814,573 -
-
162,000
-
-
162,000
Provide Responsible and Responsive Government
PROJECT NAME:City Hall
$12,814,573
2017
Mayor & Council
Provide Quality Services
PROJECT DESCRIPTION
and/or JUSTIFICATION:
In 2014, the City acquired approximately two acres in the heart of Crabapple for the future site of City Hall. The vision is to create a vibrant
downtown for Milton in this area. Planning and design work for the building has already begun. The anticipated completion will be in the
spring of 2017.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Future Location of City Hall - Crabapple Area
IMPACT ON OPERATING
BUDGET:
The impact on the operating budget will consist of general building maintenance, utilities,
janitorial services and grounds maintenance.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-1565-541300100
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 800,000 Cap Proj Impact Fee Bond Fund
Construction 11,700,000 Expended Through FY 18 88,964 - -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 3,250,708 Cap Proj Impact Fee Bond Fund
Total Project Cost:15,750,708 Rollover at FYE 18 590,777 44,967 15,000,000
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 679,741 - - - - - - - 679,741
Debt Financing 15,000,000 - - - - - - - 15,000,000
Grant Funding - - - - - - - - -
Impact Fees 44,967 13,000 13,000 - - - - - 70,967
Funding Source Total:15,724,708 13,000 13,000 - - - - - 15,750,708 0
-
200,000
-
-
200,000
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
PROJECT NAME:Police/Court and Fire Facility
$15,750,708
2019
General Govt Building
Provide Responsible and Responsive Government
Insert picture
3.7 Acre Site on Highway 9
Non-Recurring
IMPACT ON OPERATING
BUDGET:
The impact on the operating budget will consist of general building maintenance, utilities,
janitorial services and grounds maintenance.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services
PROJECT DESCRIPTION
and/or JUSTIFICATION:
In order to vacate the currently leased City Hall space the city will need to design and build a combined police headquarters and court
facility along with a fire station. This will be located on Highway 9 on property currently owned by the city.
FUNDING SOURCE(S):
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-3210-542202000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 1,028,568
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:- Rollover at FYE 18 7,789
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 996,971 242,855 173,500 165,000 165,000 165,000 165,000 165,000 2,238,326
Debt Financing - - - - - - - - -
HIDTA 3,750 - - - - - - - 3,750
Insurance Proceeds 35,636 - - - - - - - 35,636
Funding Source Total:1,036,357 242,855 173,500 165,000 165,000 165,000 165,000 165,000 2,277,712 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Vehicle Replacement Reserve
(Police)
$0
N/A
Police
Engage in Proactive Planning
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This will cover costs of replacement vehicles in the police department.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Police Vehicle
IMPACT ON OPERATING
BUDGET:
The maintenance and gasoline is currently covered in the budget. No additional impact.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-3510-522280000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction 80,000 Expended Through FY 18 63,710
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:80,000 Rollover at FYE 18 16,290
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 80,000 - - - - - - - 80,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:80,000 - - - - - - - 80,000 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Fire Station Roof Replacement
$80,000
2018
Fire
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This project is to repair the roof on Fire Station 42, which has several leaks in the engine room and roof penetrations.
At the request of the Fire Department, a roofing contractor (Garland) completed an assessment of Fire Station 41's roof in June of 2017 and
determined that the roof needed to be replaced. In addition, the exterior of the building has failed in many areas allowing moisture to
seep into the building. Cove joint replacement - $4,000,
Exterior damp proofing - $8,000, New
architectural shingles - $65,000 (includes 10% roof decking replacement),
Gutter and Downspouts - $7,000, Total estimate -
$84,000 Plus and additional
$6,000 for contingency Total project cost - $90,000
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Station 42 Interior Sky Lights
IMPACT ON OPERATING
BUDGET:
No additional impact anticipated.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-3510-541200001
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 157,000 Cap Proj Impact Fees Bond fund
Construction 2,000,000 Expended Through FY 18 6,000 - -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 159,426 Cap Proj Impact Fees Bond Fund
Total Project Cost:2,316,426 Rollover at FYE 18 - 165,426 2,000,000
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 6,000 - - - - - - - 6,000
Impact Fees 165,426 72,500 72,500 - - - - - 310,426
Debt Financing 2,000,000 - - - - - - - 2,000,000
Other - - - - - - - - -
Funding Source Total:2,171,426 72,500 72,500 - - - - - 2,316,426 0
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Station 42 Replacement
$2,316,426
2020
Fire
Engage in Proactive Planning Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This project is for the replacement of Fire Station 42 on Thompson Rd, which provides critical fire and EMS services to the City. It is also
constructed on a piece of land with a deed noting use specifically for the location of a fire station. The current structure on this site was built in
the 1970s is mainly of corrugated metal construction with a brick facade. The building is past the end of it's life span (Fulton County intended to
replace it in 1992) and is in serious need of renovation/reconstruction. As currently configured, it is outside of construction standards (including
ADA, National Electrical Code, and various NFPA facility-related codes), to say nothing of the environmental construction. This project
anticipates building cost minus site work. Please see Fire Department's 5 Year Plan and Fire Station 42 Assessment document.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Fire Station 42 (15240 Thompson Road)
IMPACT ON OPERATING
BUDGET:
This project will result in a reduction in M&O costs because of the extreme inefficiency of this facility
and costs of upkeep.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-3510-542202000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj Impact Fees
Construction - Expended Through FY 18 1,406,255 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj Impact Fees
Total Project Cost:- Rollover at FYE 18 597,401 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 2,003,656 772,500 772,500 515,000 515,000 515,000 515,000 515,000 6,123,656
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Impact Fees
(Apparatus Only)- - - 72,500 72,500 72,500 72,500 72,500 362,500
Other - - - - - - - - -
Funding Source Total:2,003,656 772,500 772,500 587,500 587,500 587,500 587,500 587,500 6,486,156 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Apparatus/Vehicle Replacement Reserve
(Fire)
N/A
N/A
Fire
Engage in Proactive Planning Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This item represents a planned replacement of the four front line engines. The original three engines/pumpers (Pierce Enforcers) were
purchased in 2007. They will be approaching 10 years of service by 2017, a planned replacement plan will likely be necessary. The fourth
engine purchased in 2010 will likely require replacement by 2020. Life expectancy of fire apparatus is dependent upon proper maintenance
and repairs. NFPA 1911 does not recommend a specific time frame for replacement, safety and reliability is used as a determining factor for
replacement. As the fleet ages, maintenance costs escalate proportionately. To date, our fleet has avoided a major breakdown and our
preventative maintenance program has been effective. Major breakdowns can and do occur, resulting in costs well into the tens of
thousands of dollars. It is recommended that we plan for and purchase one new engine/pumper each year beginning in 2017 as part of our
5 year capital strategy. Some older apparatus will be placed in a reserve status and/or sold.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Engine 43
IMPACT ON OPERATING
BUDGET:
Preventative maintenance and annual pump testing are budgeted in the M&O budget, no
addition cost is expected.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-3510-542507101
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 34,353
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 46,218
Total Project Cost:46,218 Rollover at FYE 18 11,865
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 46,218 - - - - - - - 46,218
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:46,218 - - - - - - - 46,218 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:AED Units
$46,218
N/A
Fire
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This is an enhancement to the Heart Ready City Program already in place. This project is to allow the Fire Department to take total
responsibility of all AEDs and supplies. AEDs, with adult and child defibrillation pads, including CPR pocket masks will be placed in all City
owned vehicles. City owned facilities will receive AEDs, cabinets, including signage. This plan includes CPR and AED training for all City of
Milton employees.
City Vehicles include:
Fire Administrative vehicles - 5
Police vehicles - 11 (3 CID, 3 Admin, 5 new patrol cars)
Community Development - 3
Public Works - 3
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
AED
IMPACT ON OPERATING
BUDGET:
CPR training and supplies ( Training aides, AED batteries, replacement defibrillation pads and
pocket masks) are currently budgeted in the M&O. No additional impact will be experienced.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-3510-542507102
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 226,995
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 298,200
Total Project Cost:298,200 Rollover at FYE 18 71,205
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 298,200 - - - - - - - 298,200
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:298,200 - - - - - - - 298,200 -
-
5,000
-
-
5,000
Provide Responsible and Responsive Government
PROJECT NAME:Emergency Management - Mass Notification Siren Project
$298,200
2018
Fire
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This project involves providing mass warning sirens strategically located about the city for severe weather emergencies. The current budget
in this outline anticipates approximately 10 sirens to cover the city (numbers wont be fully established until the RFP), a communications
system for the sirens and annual maintenance for both. This project could likely take until FY 2018 to complete. This is related to the Code
Red Initiative from FY 2012.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Tornado Siren
IMPACT ON OPERATING
BUDGET:
Annual maintenance fee Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-3510-542507103
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 372,330
Total Project Cost:372,330 Rollover at FYE 18 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget - 186,165 186,165 - - - - - 372,330
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:- 186,165 186,165 - - - - - 372,330 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Self-Contained Breathing Apparatus (SCBA) Replacement
$372,330
2020
Fire
Engage in Proactive Planning Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This project involves replacement of 30 SCBAs, 62 SCBA air cylinders and 62 masks that we currently have in our inventory. Even with our
aggressive maintenance program, according to NFPA, air cylinders must be taken out of service after 15 years. Replacement of SCBAs
should begin in year 2020. Current pricing: $7,000 per harness, $820 per air tank and $260 per mask.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Self Contained Breathing Apparatus
IMPACT ON OPERATING
BUDGET:
We currently have a maintenance program in place for SCBAs. There should be no new added
M&O expenses.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 150,000
Construction 1,950,000 Expended Through FY 18 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:2,100,000 Rollover at FYE 18 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget - - - 150,000 - - - - 150,000
Debt Financing - - - - 1,950,000 - - - 1,950,000
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:- - - 150,000 1,950,000 - - - 2,100,000 -
705,200
10,000
-
-
715,200
$2,100,000
PROJECT NAME:West Side Fire Station (Station 45)
Fire
Estimated Annual Impact:
Provide Responsible and Responsive Government
Engage in Proactive Planning
With GIS mapping clearly showing the area of Highway 372 and the New Providence Rd outside the 1 1/2 and 2 1/2 road miles from Fire
Stations 41 and 43 required by ISO. Community Development is showing this area as having 405 new residents in 2014. With a new City Hall
building down the street, a new fire station will be needed in this area. The City has acquired approximately two acres of land in this area.
Strategically positioned, fire crews will have easy access in all directions due to the round about. Future residents in this area of the City will
benefit from improved response times and an improved ISO rating city-wide.
Public Works has expressed interest in utilizing an area behind this proposed fire station to store materials used during snow and ice events
due to it's central location in the City.
2024
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Planned Funding RequestsPreviously
Allocated
Total
FundingFUNDING SOURCE(S):
Unfunded
Amount
Intersection of Birmingham Hwy/Providence Rd/New Providence Rd
Total:
IMPACT ON OPERATING
BUDGET:
When the fire station construction is completed, there will be additional staffing of 12 firefighters
needed for operations. There will also be annual maintenance and utility costs.
Revenues
Other
Maintenance
Expenditures
Personnel
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-521200000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 40,685
Construction - Expended Through FY 18 35,810
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 24,315
Total Project Cost:65,000 Rollover at FYE 18 29,190
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 65,000 - - - - - - - 65,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:65,000 - - - - - - - 65,000 -
-
-
-
-
-
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This is a project to re-align and correct the geometry of the existing GIS parcel dataset that the City receives from Fulton County. Currently
the geometry of the parcels is of very poor quality and is not being maintained correctly by the County. This project would encompass
georeferencing and/or COGO drawing of all subdivision plats, LDPs, capital improvement plans and other documents to place the parcels
in their correct geographic location. This project will increase the geographic accuracy of the parcel dataset and any future analyses that
will use this dataset.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Provide Responsible and Responsive Government
PROJECT NAME:Parcel Alignment Project
65,000
2019
Public Works
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-542401000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 49,448
Construction - Expended Through FY 18 25,200
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:49,448 Rollover at FYE 18 24,248
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 49,448 - - - - - - - 49,448
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:49,448 - - - - - - - 49,448 -
-
5,000
-
-
5,000
Provide Responsible and Responsive Government
PROJECT NAME:Asset Management Software
$49,448
2018
Public Works
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This provides for new Public Works software to handle work orders and asset management.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
Annual maintenance fees Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-541401200
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 90,529
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:- Rollover at FYE 18 400,643
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 491,172 260,000 300,000 300,000 300,000 300,000 300,000 300,000 2,551,172
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:491,172 260,000 300,000 300,000 300,000 300,000 300,000 300,000 2,551,172 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Bridge Replacement Program
$0
N/A
Public Works
Provide Quality Services Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
These funds will be used for design and construction services related to the bridge replacement and improvement program. Bridges will be
repaired and maintained in accordance with the recommendations provided in the URS and GDOT inspection reports.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
No additional impact Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-52120500
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 70,841
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:- Rollover at FYE 18 29,071
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 99,912 - - - - - - - 99,912
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:99,912 - - - - - - - 99,912 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Construction Inspectors
$0
N/A
Public Works
Provide Quality Services Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
These funds are for assistance in project management and construction inspection for projects in excess of $50,000.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
No additional impact Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 150,000
Construction - Expended Through FY 18 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:150,000 Rollover at FYE 18 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget - - - 150,000 - - - - 150,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:- - - 150,000 - - - - 150,000 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Crabapple SE Connector
$150,000
Beyond 2021
Public Works
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This project is for a new location road at either or both Marstrow Dr and Dunbrody Dr from Broadwell Rd to Mid Broadwell Rd to Charoltte Dr.
Estimated costs for each option will be determined at a later date.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Southeast Connection Options
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:340-4101-541401801
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 100,000
Construction 657,250 Expended Through FY 18 672,587
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 25,000
Total Project Cost:782,250 Rollover at FYE 18 109,663
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 282,250 - - - - - - - 282,250
Debt Financing - - - - - - - - -
Grant Funding 500,000 - - - - - - - 500,000
Other - - - - - - - - -
Funding Source Total:782,250 - - - - - - - 782,250 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Crabapple Streetscape
$782,250
2018
Public Works
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
The project consists of a streetscape enhancement (approximately 1,200 linear feet) along Mayfield Raod (Project begins approximately at
the intersection of SR 372/Birmingham Hwy and ends approximatly 130 linear feet east of the intersection of Charlotte Drive). Improvements
include: asphalt resurfacing, curb and gutter, sidewalks and curb ramps with ADA accessibility, brick pavers, driveway aprons, storm water
drainage pipes and inlets, retaining walls, pedestrian lighting, benches, trash receptacles, crosswalks, pavement markings, street trees, and
sod.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Proposed Typical Section for Mayfield Road
IMPACT ON OPERATING
BUDGET:
The annual impact will be minimal Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-522203000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 417,405
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:- Rollover at FYE 18 133,047
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 550,452 100,000 155,000 159,960 165,079 170,361 175,813 181,439 1,658,104
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:550,452 100,000 155,000 159,960 165,079 170,361 175,813 181,439 1,658,104 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Gravel Roads Maintenance
$0
N/A
Public Works
Provide Quality Services Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
These funds would be used to provide supplemental grading and maintenance activities for the 13 miles of gravel roads.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
No additional impact Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:340-4101-541400510
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 691,999
Construction 868,517 Expended Through FY 18 4,544,625
Land Acquisition 3,289,011
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:4,849,527 Rollover at FYE 18 304,903
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 2,219,602 - - - - - - - 2,219,602
Debt Financing - - - - - - - - -
GDOT HPP Funds 2,629,925 - - - - - - - 2,629,925
Other - - - - - - - - -
Funding Source Total:4,849,527 - - - - - - - 4,849,527 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Intersection Improvement - SR 372 (Crabapple Rd-Birmingham Hwy)
(FKA Mayfield at Mid Broadwell Intersection)
$4,849,527
2018
Public Works
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This project involves improving the existing intersection of SR 372/Mayfield Road/Broadwell Road by adding left turn lanes on SR 372 and
Broadwell Road; improving the existing intersection of SR 372 at McFarlin Lane with a single lane roundabout; improving the existing
intersection of SR 372 at Crabapple Chase Drive with a single lane roundabout. The typical section and alignment of the existing local roads
from the existing intersection of McFarlin Lane and SR 372 to the end of the existing Branyan Trail will be improved to meet the current
design standards. Branyan Trail will also be extended approx. 500 feet to the new roundabout located at the intersection of S 372 and
Crabapple Chase Drive.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Proposed Crabapple Road Improvements
IMPACT ON OPERATING
BUDGET:
Annual impact will be minimal Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-541401703
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 183,735 Cap Proj Impact Fees
Construction 1,500,166 Expended Through FY 18 467,067 31,121
Land Acquisition 314,000
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 151,497 Cap Proj Impact Fees
Total Project Cost:2,149,398 Rollover at FYE 18 1,167,380 269,830
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 1,634,447 94,000 - - - - - - 1,728,447
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Impact Fees 300,951 120,000 - - - - - - 420,951
Funding Source Total:1,935,398 214,000 - - - - - - 2,149,398 (0)
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Intersection Improvements - Freemanville Road @ Providence Road
$2,149,398
2019
Public Works
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Provides for intersection improvements at Freemanville Road@Providence Road
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Intersection Improvement Study Area
IMPACT ON OPERATING
BUDGET:
The impact will be minimal Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-541401701
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 314,500 Cap Proj Impact Fees
Construction 1,302,855 Expended Through FY 18 1,604,386 96,000
Land Acquisition 133,656
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj Impact Fees
Total Project Cost:1,751,011 Rollover at FYE 18 50,625 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 1,655,011 - - - - - - - 1,655,011
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Impact Fees 96,000 - - - - - - - 96,000
Funding Source Total:1,751,011 - - - - - - - 1,751,011 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Intersection Improvement - Hopewell Rd at Birmingham Rd
$1,751,011
2015
Public Works
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This project will provide for the design and construction of a roundabout at the Hopewell Road - Birmingham Road intersection. This
intersection was identified in the Transportation Master Plan as a priority intersection for operational improvements.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Proposed Hopewell Road-Birmingham Road Intersection Improvement
IMPACT ON OPERATING
BUDGET:
Annual impact on the O&M budget will be minimal. General landscape maintenance for the
central island and an increase in striping costs every 5 years.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-522260000
340-4101-522260000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj Cap Grant
Construction - Expended Through FY 18 7,386,572 1,601,874
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj Cap Grant
Total Project Cost:- Rollover at FYE 18 696,368 (0)
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 8,044,690 1,524,995 1,440,000 1,440,000 1,440,000 1,440,000 1,440,000 1,440,000 18,209,685
Debt Financing - - - - - - - - -
Grant Funding (LMIG)1,601,874 405,528 375,000 375,000 375,000 375,000 375,000 375,000 4,257,402
Capital Revenues 38,250 260,000 260,000 260,000 260,000 260,000 260,000 260,000 1,858,250
Funding Source Total:9,684,814 2,190,523 2,075,000 2,075,000 2,075,000 2,075,000 2,075,000 2,075,000 24,325,337 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Pavement Management
$0
N/A
Public Works
Provide Quality Services Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
These funds are used for the annual pavement management, resurfacing/reconstruction program and to provide deep patching and
edge of roadway repair for those sections of roads which have been prioritized through the pavement management program.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
No additional impact Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-522250000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 1,023,516
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:- Rollover at FYE 18 107,948
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 1,131,464 180,000 275,000 275,000 275,000 275,000 275,000 275,000 2,961,464
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:1,131,464 180,000 275,000 275,000 275,000 275,000 275,000 275,000 2,961,464 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Repair Major Stormwater Structures
(as needed)
$0
N/A
Public Works
Provide Quality Services Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
These funds will include the scoping, design and construction of repairs associated with the city's stormwater infrastructure. It is anticipated
that as the stormwater system is inspected and inventoried under the requirements of the NPDES stormwater permit that deficiencies in the
system will be identified.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
No additional impact Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-541400900
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 163,694
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:- Rollover at FYE 18 10,545
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 174,239 80,000 80,000 80,000 80,000 80,000 80,000 80,000 734,239
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:174,239 80,000 80,000 80,000 80,000 80,000 80,000 80,000 734,239 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Re-Striping of Existing Roads
$0
N/A
Public Works
Provide Quality Services Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Continue the proactive re-striping of roads.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
No additional impact Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-541301300
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj Cap Grant
Construction - Expended Through FY 18 565,996 32,619
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj Cap Grant
Total Project Cost:- Rollover at FYE 18 954,067 0
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 1,407,346 100,000 100,000 100,000 100,000 100,000 100,000 100,000 2,107,346
Debt Financing - - - - - - - - -
Grant Funding-CDBG 32,619 - - - - - - - 32,619
Other-Sidewalk
Replacement Fund 112,717 - - - - - - - 112,717
Funding Source Total:1,552,682 100,000 100,000 100,000 100,000 100,000 100,000 100,000 2,252,682 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Sidewalk Construction and Repair
$0
N/A
Public Works
Provide Quality Services Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Citywide sidewalk and curb & gutter repairs.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
No additional impact Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-541200001
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj Impact Fees
Construction 604,271 Expended Through FY 18 47,758 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj Impact Fees
Total Project Cost:604,271 Rollover at FYE 18 316,261 40,252
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 364,019 200,000 - - - - - - 564,019
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Impact Fees (Fire)40,252 - - - - - - - 40,252
Funding Source Total:404,271 200,000 - - - - - - 604,271 0
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Storage Building and Public Works Yard Construction
$604,271
2018
Public Works
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Since deployment, the Fire Department has acquired several capital assets, including four fire engines, one ladder truck, one battalion
vehicle, one command trailer, one air trailer, and one TLAER trailer and one TLAER truck, as well as two golf carts. Most of this equipment and
all the necessary supporting items are being housed in separate fire stations. In addition, the Fire Department stores fire hose, station supplies,
lawn equipment, training equipment, tires, bulky gear, EMS supplies, and numerous other items at various stations. This has created a storage
problem. This item involves constructing a large steel storage building behind Fire Station 43. The vision is a three bay building 60' x 75' that
would be shared with Public Works for their equipment. A master plan of the area will be performed prior to the construction of the building.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
No additional impact Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-541400400
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 82,140
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:- Rollover at FYE 18 45,523
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 126,334 - - - - - - - 126,334
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other-Traffic Calming
Revenues 1,329 - - - - - - - 1,329
Funding Source Total:127,663 - - - - - - - 127,663 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Traffic Calming
$0
N/A
Public Works
Provide Quality Services Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Section 48-281 (a) of the City of Milton Code of Ordinaces provides for a 50% cost sharing on the part of the city for the installation of basic
traffic calming devices. This account provides those funds for potential use on qualifing projects.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Neighborhood Applications of Traffic Calming Measures
IMPACT ON OPERATING
BUDGET:
No impact Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:340-4101-541401804
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 250,000
Construction 900,000 Expended Through FY 18 250,318
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:1,150,000 Rollover at FYE 18 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 20,318 300,000 300,000 299,682 - - - - 920,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Alpharetta, NFCID &
GDOT TAP 230,000 - - - - - - - 230,000
Funding Source Total:250,318 300,000 300,000 299,682 - - - - 1,150,000 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Trail Connection to Big Creek Greenway
$1,150,000
2019
Public Works
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
The City of Milton has completed a local Comprehensive Transportation Plan, North Fulton Comprehensive Transportation Plan, and Livable
Centers Initiative that all looked at multi-use connections in areas of the City and regional connections. Milton’s Multi-use Trail Connection
to the Big Creek Greenway is a project that creates multi-use connections in the Windward Parkway Activity Center and surrounding areas
between regional thoroughfare networks, schools, parks, senior centers, retail, MARTA bus routes, and greenways. Given the potential scope
of this project both short and long term connections to the Big Creek Greenway will be evaluated.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Greenway Connection Study Area
IMPACT ON OPERATING
BUDGET:
The impact will be minimal Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-542201000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 169,416
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:- Rollover at FYE 18 30,309
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 189,500 20,691 15,000 15,000 15,000 15,000 15,000 15,000 300,191
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - Insurance
Proceeds 10,225 - - - - - - - 10,225
Funding Source Total:199,725 20,691 15,000 15,000 15,000 15,000 15,000 15,000 310,416 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Vehicle Replacement Reserve
(Public Works)
$0
N/A
Public Works
Provide Quality Services Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
These funds provide for standard replacement of Public Works Vehicles
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
The impact will be minimal Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-4101-542500001
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction 320,000 Expended Through FY 18 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:320,000 Rollover at FYE 18 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget - - - - - - - - -
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:- - - - - - - - - 320,000
-
-
10,200
-
10,200 Total:
IMPACT ON OPERATING
BUDGET:
The final project would minimize the repsonse, diagnostic and repair time for signal issues by
allowing the evaluation of signal problems from one central/mobile location.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Provide Quality Services
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Provide signal controller and software communication system. This pilot project will initially allow for wireless signal diagnostics and
adjustments from inside a vehicle as opposed to being exposed to the elements at the signal controller. The next phase of the project
would allow control of all signalized intersections from a central/mobile location. Project is being delayed due to GDOT equipment and
software evaluations.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Provide Responsible and Responsive Government
PROJECT NAME:Mobile Traffic Control Center
320,000
2022
Public Works
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-6110-541401500
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction 117,220 Expended Through FY 18 7,220
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:117,220 Rollover at FYE 18 62,334
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 69,554 47,666 - - - - - - 117,220
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
HYA-Donation - - - - - - - - -
Funding Source Total:69,554 47,666 - - - - - - 117,220 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Bell Memorial Park
$117,220
2018
Parks & Recreation
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
In FY 2018, we are requesting to add sun screens over the play ground to provide shade for the children using the play ground, reduce the
effects of UV deterioration and color fade on the equipment and help deflect a ball should one pop out of a field (which admittedly has
not happened very often). By enhancing the play ground with a shade structure we would be able to address a common citizen comment
that now the children will have shade just as the parents do when they are sitting in the stands. Adding the sun screens will also be a
tangible step forward in fighting Melanoma.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Example of shade structure
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-6110-541300100
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction 748,099 Expended Through FY 18 808,174
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 78,468
Total Project Cost:826,567 Rollover at FYE 18 18,393
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 826,567 - - - - - - - 826,567
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:826,567 - - - - - - - 826,567 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Hopewell House Renovations
(AKA Thomas Byrd Sr. House)
$826,567
2020
Parks & Recreation
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION and/or
JUSTIFICATION:
The 2.5 acre site, which contains the nearly 4,000-square-foot, two-story home, dates back to at least the mid-1800s according to local
historians. The City purchased the Hopewell House from foreclosure in 2011 for $250,000 in order to save the site, which is believed to be
one of the oldest in North Fulton.
Renovations are necessary to allow the house to function as a senior services center, a place for city-sponsored events and a facility that
our citizens can utilize for special occasions.
Newnan-based Headley Construction will handle all renovations to the home and site.
Additional landscaping to be addressed.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Hopewell House (15690 Hopewell Rd)
IMPACT ON OPERATING
BUDGET:
The operating impact will consist of grounds and facility maintenance, as well as utilities.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-6110-541401401
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj Impact Fees
Construction - Expended Through FY 18 723,202 856,396
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj Impact Fees
Total Project Cost:- Rollover at FYE 18 796,372 1,431,986
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 1,519,574 (561,041) - - - - - - 958,533
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Impact Fees 2,288,382 650,000 650,000 650,000 650,000 650,000 650,000 650,000 6,838,382
Funding Source Total:3,807,956 88,959 650,000 650,000 650,000 650,000 650,000 650,000 7,796,915 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Park and Trail Expansion
$0
N/A
Parks & Recreation
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
The funds in this account are allocated for the acquisition or expansion of the city's parks and trails.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-6110-542201000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 26,920
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:- Rollover at FYE 18 2,862
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 29,782 - - - - - - - 29,782
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:29,782 - - - - - - - 29,782 -
-
500
-
-
500
IMPACT ON OPERATING
BUDGET:
The impact will involve general vehicle maintenace and gasoline Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Provide Quality Services
PROJECT DESCRIPTION
and/or JUSTIFICATION:
These funds provide for standard replacement of vehicles other than Police, Fire and Public Works
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Provide Responsible and Responsive Government
PROJECT NAME:Vehicle Replacement Reserve
(Parks & Recreation)
$0
N/A
General Administration
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-6110-541200003
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 100,000
Construction 3,593,120 Expended Through FY 18 77,180
Land Acquisition 4,200
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:3,697,320 Rollover at FYE 18 221,625
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 298,805 598,515 700,000 700,000 700,000 700,000 - - 3,697,320
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:298,805 598,515 700,000 700,000 700,000 700,000 - - 3,697,320 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Providence Park
$3,697,320
2021
Parks & Recreation
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Providence Park occupies 42 acres of land off Providence Rd. It has been closed to the public since 2004 to cleanup toxic waste found in
the soil. Fulton County completed the remediation of the waste spill in 2015 and turned the park over to the City of Milton. During the years
the park was closed, it fell into disrepair. The park was opened in fall 2016 for passive use. The FY17 funding is being used to develop an
overall master plan for the park. Funding in FY18 is not yet based upon specific projects as the master plan is not yet completed. This
funding request anticipates supporting several immediate projects that will be needed, specifically, the repair of the creek bank erosion to
divert water out of the rock quarry, the development of bathrooms, running water and a shelter. This would be in support of the Children's
Charities effort to develop an all inclusive playground. As the master planning of the park moves through the process, we will be monitoring
the future funding requests to match the needs identified.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Providence Park
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 100,000
Construction 900,000 Expended Through FY 18 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:1,000,000 Rollover at FYE 18 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget - - - 250,000 250,000 500,000 - - 1,000,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:- - - 250,000 250,000 500,000 - - 1,000,000 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Chadwick Landfill
$1,000,000
2024
Parks & Recreation
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Chadwick Landfill occupies aver 126 acres of land off Arnold Mill Rd on the northwest end of the City. It is owned and operated by Waste
Management and accepts non-hazardous construction and demolition debris. Within the next 3-5 years, it is expected to reach capacity
and will be capped by WM. The City anticipates acquiring this land to be used as a park. A master plan will be done to determine how the
space will be used.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Chadwick Landfill
IMPACT ON OPERATING
BUDGET:
The impact on the operating budget will consist of grounds maintenance; however, it is difficult to
project estimated costs until a master plan is done of the space.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 250,000
Construction 1,250,000 Expended Through FY 18 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:1,500,000 Rollover at FYE 18 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget - - - - 300,000 300,000 600,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:- - - - - - 300,000 300,000 600,000 900,000
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Birmingham Park
$1,500,000
Beyond 2022
Parks & Recreation
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This 200+ acre site is on the north end of the City behind Fire Station 43 (750 Hickory Flat Rd). It is currently an undeveloped, passive park that
is open to the public for activities like hiking, horseback riding, dog walking, etc. About 40 acres of land and the Fire Station are still held by
Fulton County as collateral for a Certificate of Participation they obtained to construct the Station prior to the incorporation of Milton. The
debt is scheduled to be paid off in 2019 at which time the land and building will be acquired by the City.
Through the 2017 city-wide parks and recreation master plan is likely to lead us to suggestions for what we can do at Birmingham Park. Any
short-term recommendations may be funded out of the parks and trail expansion account.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Birmingham Park
IMPACT ON OPERATING
BUDGET:
No impact projected at this time.Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-6110-521200001
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 197,340
Construction - Expended Through FY 18 142,854
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:197,340 Rollover at FYE 18 54,486
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 197,340 - - - - - - - 197,340
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:197,340 - - - - - - - 197,340 -
-
-
-
-
-
Park & Recreation Enrichment
PROJECT NAME:Parks & Recreation Master Plan Update
$197,340
2018
Parks & Recreation
Increase our capacity for active, passive and linear parks
PROJECT DESCRIPTION
and/or JUSTIFICATION:
The City of Milton has started work on a new Master Plan. We have identified a need for an additional Trails Master Plan and an overlay
project development plan. This FY18 funding request is in support of these additional plan needs including the Providnec ePark Master Plan.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
No impact Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:[Finance will create account #]
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 525,000
Construction 6,975,000 Expended Through FY 18 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:7,500,000 Rollover at FYE 18 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget - - - - - - - - -
Debt Financing - - 7,500,000 - - - - - 7,500,000
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:- - 7,500,000 - - - - - 7,500,000 -
150,000
75,000
-
-
225,000
Park & Recreation Enrichment
PROJECT NAME:Indoor Community Center
$8,000,000
2020
Parks & Recreation
Build an Indoor Community Center
PROJECT DESCRIPTION
and/or JUSTIFICATION:
The City has expanded the inventory of outdoor fields and playspaces. The next step in the development of our Parks facilities is the
development of an indoor community center. This could be used for basketball, exercise classes, summer camps, art classes, dance classes,
active senior activities and adult activities. We would first do a needs assessment and then a master plan that would then lead into a design
and then construction. Costs can be reduced if it is built on land already owned by the City of Milton
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Rendering of a Community Center
IMPACT ON OPERATING
BUDGET:
This will result in an ongoing cost of the maintenance of the facility as well as the operation of the
facility
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:310-6110-541100001
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design - Cap Proj Fd G.O. Bond Fd
Construction - Expended Through FY 18 - 4,473,731
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj Fd G.O. Bond Fd
Total Project Cost:- Rollover at FYE 18 - 20,296,312
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget - - - - - - - - -
GO Bond 24,650,043 - - - - - - - 24,650,043
Interest Earned 120,000 100,000 - - - - - - 220,000
Funding Source Total:24,770,043 100,000 - - - - - - 24,870,043 -
-
-
-
-
-
Protect and Preserve Open Space
PROJECT NAME:Land Conservation
$0
2030
Parks & Recreation
Open Space Preservation
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Since a $25 million greenspace bond was approved by our citizens in November 2017, the city and the Milton Greenspace Advisory Committee
(MGAC) are now working on the creation of a viable conservation plan. All bond funds used to purchase greenspace will be accounted for in
this conservation account within the Parks & Recreation Department.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Milton Landscape
IMPACT ON OPERATING
BUDGET:
The cost of maintenance (mowing, litter pickup, etc) for each parcel purchased will have an impact
on the operating fund.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-6110-541200004
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 35,000
Construction - Expended Through FY 18 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:35,000 Rollover at FYE 18 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget - 35,000 - - - - - - 35,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:- 35,000 - - - - - - 35,000 -
-
-
-
-
-
Park & Recreation Enrichment
PROJECT NAME:Mayfield Road Park
$35,000
2019
Parks & Recreation
Explore partnerships and relationships to meet the needs of the
community.
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Planning initiatives for Mayfield Road Park in cooperation with the City of Alpharetta.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
[Enter impact description]Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-7410-541200001
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 228,872
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:- Rollover at FYE 18 142,278
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget - - - - - - - - -
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Tree Recompense Fees 371,150 - - - - - - - 371,150
Funding Source Total:371,150 - - - - - - - 371,150 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Tree Recompense Fund
N/A
N/A
Community Development
Provide Quality Services Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
To provide for an on-call contract for the purchase of trees, including installation and maintenance costs to service such trees. Said trees to
be located within public spaces.
These funds are generated from tree recompense fees paid by developers.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
No impact Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-7410-521200001
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 87,287
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 91,449
Total Project Cost:91,449 Rollover at FYE 18 4,162
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 91,449 - - - - - - - 91,449
Debt Financing - - - - - - - - -
Grant Funding - GDOT - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:91,449 - - - - - - - 91,449 -
-
-
-
-
-
Structure Economic Growth
PROJECT NAME:Downtown Milton Master Plan
91,449
2017
Community Development
Plan for Sustainable Growth Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This expenditure will cover the cost of professional planning consultant services to develop a concise "placemaking" plan for the
Crabapple/Downtown area. Topics specifically addressed in this plan will include: development of new cross sections for streets as per the
"complete streets" principles; delineation of pedestrian trails to enhance conncectivity throughout the area; a parking plan to
accommodate future development; development scenarios for vacant land; and, identification of park/greenspace areas. Significant
public input will beincorporated in the planning process.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
No impact Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-7410-521200008
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 75,844
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 195,000
Total Project Cost:195,000 Rollover at FYE 18 92,520
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 168,364 26,636 - - - - - - 195,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:168,364 26,636 - - - - - - 195,000 0
-
-
-
-
-
Strategic, Efficient & Engaged Government
PROJECT NAME:Unified Development Code
195,000
2018
Community Development
Establish a Unified Development Code
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Through the use of professional services, the intent of this project is to create a Unified Development Code that will re-organize and update
the City's zoning code, tree ordinance, subdivision regulations, development regulations,and sign ordinance into one coordinated
document. By reorganizing and coordinating all of the City's development regulations into one "master" document", confusion regarding our
regulations will be eliminated and clarity will be achieved. This will relate to enhanced customer service. Measurement of performance will
relate to the completion of the document which is estimated to be 18 to 24 months.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-7410-521200007
340-7410-521200003
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 30,000 Cap Proj Cap Grant
Construction 517,313 Expended Through FY 18 131,505 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other - Cap Proj Cap Grant
Total Project Cost:547,313 Rollover at FYE 18 85,680 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 220,313 83,000 63,000 68,000 63,000 50,000 - - 547,313
Debt Financing - - - - - - - - -
Grant Funding - GDOT - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:220,313 83,000 63,000 68,000 63,000 50,000 - - 547,313 -
-
-
-
-
-
Provide Responsible and Responsive Government
PROJECT NAME:Gateway/Wayfinding Signage and Historic Markers
$547,313
2023
Community Development
Provide Quality Services Non-Recurring
PROJECT DESCRIPTION
and/or JUSTIFICATION:
This is a continuation of the wayfinding signage program. It includes planning and construction of signage for the Deerfield area.
Additionally, it includes "welcome" signage at the entrances to the City; and, addional historic markers for the City.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Insert picture
Gateway Signage
IMPACT ON OPERATING
BUDGET:
No impact Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-7410-521200000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 30,313
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 38,313
Total Project Cost:38,313 Rollover at FYE 18 8,000
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 38,313 - - - - - - - 38,313
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:38,313 - - - - - - - 38,313 -
-
-
-
-
-
Strategic, Efficient & Engaged Government
PROJECT NAME:Tree Ordinance Revision
$30,000
2018
Community Development
Revise Tree Ordinance
PROJECT DESCRIPTION
and/or JUSTIFICATION:
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
IMPACT ON OPERATING
BUDGET:
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
CAPITAL IMPROVEMENT PROGRAM
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-7410-542401000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 265,500
Total Project Cost:265,500 Rollover at FYE 18 265,500
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget 265,500 - - - - - - - 265,500
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:265,500 - - - - - - - 265,500 -
-
-
-
-
-
IMPACT ON OPERATING
BUDGET:
Annual maintenance costs Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Create Program to Allow Online Tracking and Submission of Permits
PROJECT DESCRIPTION
and/or JUSTIFICATION:
To purchase new permit tracking software (($150,000 - $200,000); to purchase software for electronic plan review ($50,000); and to purchase
the equipment to support the electronic plan review ($15,500).
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Strategic, Efficient & Engaged Government
PROJECT NAME:Permit Tracking Software
$265,500
2018
Community Development
Capital Initiatives Summary
Initiative Capital Projects
Fund
Impact Fees
Fund
FINANCE
Finance Software Replacement 250,000$ -$
TOTAL FINANCE 250,000$ -$
INFORMATION TECHNOLOGY
IT Infrastructure Improvements 457,000$ -$
TOTAL INFORMATION TECHNOLOGY 457,000$ -$
FIRE
Battalion Vehicle 50,000$ -$
TOTAL FIRE 50,000$ -$
PUBLIC WORKS
Crabapple Pedestrian Enhancements 309,000$ -$
TOTAL PUBLIC WORKS 309,000$ -$
PARKS & RECREATION
Lacrosse Practice Wall 20,000$ -$
Additional IGA Field 91,350 808,650
TOTAL PARKS & RECREATION 111,350$ 808,650$
TOTAL CAPITAL INITIATIVES 1,177,350$ 808,650$
FY 2019 Proposed
CAPITAL IMPROVEMENT PROGRAM
2019 - 2025
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-1510-542401000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 250,000
Total Project Cost:250,000 Rollover at FYE 18 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget - 250,000 - - - - - - 250,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:- 250,000 - - - - - - 250,000 -
-
-
-
-
-
IMPACT ON OPERATING
BUDGET:
Annual maintenance fees would be similar to those already realized with the current software
package.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Recognize future challenges or threats and plan for them today.
PROJECT DESCRIPTION
and/or JUSTIFICATION:
Our current financial software has been inconsistent with regard to performance over the past year. After moving to a new tax module
within the current software package issues with general ledger postings and processes were recognized. If the CPI exemption passes in
November we in finance are concerned about the ability of the existing software to perform the complex calculations necessary to yield the
exemptions due.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Strategic, Efficient & Engaged Government
PROJECT NAME:Financial Software Replacement
250,000
2019
Finance
CAPITAL IMPROVEMENT PROGRAM
2019 - 2025
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:300-1535-542401000
300-1535-542402000
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non-Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 457,000
Total Project Cost:457,000 Rollover at FYE 18 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget - 457,000 - - - - - - 457,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:- 457,000 - - - - - - 457,000 -
-
-
-
-
-
IMPACT ON OPERATING
BUDGET:
[Enter impact description]Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Recognize future challenges or threats and plan for them today
PROJECT DESCRIPTION
and/or JUSTIFICATION:
City staff have found that the current hosted desktop solution has limited value and suffers from widespread compatibility issues.
The costs for this initiative are associated with the transition from an environment hosted by the current managed services provider to a
premise-based infrastructure. Staff understands the importance of redundancy and Business Continuity planning. Data backups, security
measures, Email archiving, and other critical service will continue to be hosted offsite as prescribed by best practices.
Software applications will remain consistent year over year, as many licenses are provided as a subscription.
Hardware costs will be high in this first year, but drop significantly as the city begins a standard 3-5 year lifecycle for the replaced equipment
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Strategic, Efficient & Engaged Government
PROJECT NAME:IT Infrastructure Improvements
$457,000
2019
Information Technology
CAPITAL IMPROVEMENT PROGRAM
2019 - 2025
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:[Finance will create account #]
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design -
Construction - Expended Through FY 18 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other 50,000
Total Project Cost:50,000 Rollover at FYE 18 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget - 50,000 - - - - - - 50,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:- 50,000 - - - - - - 50,000 -
-
1,000
-
-
1,000
Insert picture
Fire F-150-Style Vehicle
IMPACT ON OPERATING
BUDGET:
This vehicle was already anticipated in the fire fleet plan and would be placed on a schedule for
replacement in approximately five years.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Conduct a Staffing Needs Analysis for Fire Support Services
PROJECT DESCRIPTION
and/or JUSTIFICATION:
The Fire Battalion Vehicle was originally purchased in 2014 and, based on mileage estimates, scheduled for replacement in FY 2019 (along
with one staff vehicle in FY18 and two additional staff vehicles in FY 19 as well as a scheduled engine replacement). While the staff vehicles
both have high mileage (approx. 100,000), the current Battalion is trending low on its mileage (currently at 46,000) and has not had
significant mechanical issues. As a consequence, this initiative proposes replacing the Battalion truck, but rolling the relatively low mileage
vehicle into fire administration. The reasoning behind this is that the current vehicle (an Expedition) has 1) proven too small to carry the
needed equipment and is currently bursting at the proverbial seams, and 2) is not ideal for the new cancer initiative, putting firefighting gear
in the open air environment of the passenger compartment. The anticipated replacement is a marked crew cab F150 with a camper shell
and command package. This will provide a lower-mileage vehicle in the admin fleet and put the Battalion in a more suitable vehicle.
The fire fleet plan will be adjusted to accommodate this change in deployment.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Strategic, Efficient & Engaged Government
PROJECT NAME:Fire Battalion Vehicle
$50,000
2019
Fire
CAPITAL IMPROVEMENT PROGRAM
2019 - 2025
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:[Finance will create account #]
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 9,000
Construction 300,000 Expended Through FY 18 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:309,000 Rollover at FYE 18 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget - 309,000 - - - - - - 309,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - - - - - - - - -
Funding Source Total:- 309,000 - - - - - - 309,000 -
-
-
-
-
-
Insert picture
Crabapple Pedestrian Enhancements
IMPACT ON OPERATING
BUDGET:
[Enter impact description]Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Create a safer commute for pedestrians
PROJECT DESCRIPTION
and/or JUSTIFICATION:
To provide enhanced pedestrian mobility within the Crabapple area. Adds crosswalks on Heritage Walk, and Crabapple Road (SR372),
refuge islands on Crabapple Road (SR372) and additional parking where possible.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Strategic, Efficient & Engaged Government
PROJECT NAME:Crabapple Pedestrian Enhancements
$309,000
2021
Public Works
CAPITAL IMPROVEMENT PROGRAM
2019 - 2025
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:[Finance will create account #]
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 5,000
Construction 35,000 Expended Through FY 18 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:40,000 Rollover at FYE 18 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget - 20,000 - - - - - - 20,000
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Other - 20,000 - - - - - - 20,000
Funding Source Total:- 40,000 - - - - - - 40,000 -
-
-
-
-
-
l
Insert picture
Lacrosse Wall at Milton High School
IMPACT ON OPERATING
BUDGET:
Once completed, the wall will have no significant impact on the operating budget. I am unable
to complete the box on the right as an entry of "0" gets changed to a " - ".
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Research New Program Offerings
PROJECT DESCRIPTION
and/or JUSTIFICATION:
We propose to construct a Lacrosse Wall at Bell Memorial Park, north of Field 2. The wall would be 13 feet high, 2 feet thick and 25 feet long.
It would be positioned in an area that grass is not growing and there is no irrigation. A few trees of small caliper may have to be relocated.
A mulch trail will connect the wall to the existing sidewalk. The wall will be positioned such that lacrosse players can use both sides of the
wall simultaneously. The wall would be used to allow players to practice ball handling skills. A Lacrosse Wall is a key training component for
the sport and would allow us to increase the participation of players during practice. A key to this project is funding. I propose that the City
fund 1/2 of this project and that our Lacrosse Partners fund the other 1/2. I have spoken directly with representatives of EagleStix, Cambridge
Youth Lacrosse and Milton Youth Lacrosse and all three have enthusiastically agreed to financially participate. This idea has been vetted by
the Parks and Recreation Advisory Board and was approved by a unanimous vote. In addition, the PRAB recommended that once the wall
is completed that we collaborate with the Milton Arts Council to paint and decorate the wall.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Park & Recreation Enrichment
PROJECT NAME:Bell Memorial Park Lacrosse Practice Wall
$40,000
2019
Parks & Recreation
CAPITAL IMPROVEMENT PROGRAM
2019 - 2025
Estimated Project Cost:
Estimated Completion:
DEPARTMENT:Account #:[Finance will create account #]
STRATEGIC PLAN STRATEGY:
STRATEGIC ACTION ITEM:Recurring/Non-Recurring:Non Recurring
ESTIMATED PROJECT COST:ACTUAL EXPENDITURES TO DATE:
Planning & Design 50,000
Construction 850,000 Expended Through FY 18 -
Land Acquisition -
Fleet Acquisition - BUDGET ROLLOVER FROM PRIOR YEAR:
Other -
Total Project Cost:900,000 Rollover at FYE 18 -
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Operating Budget - 91,350 - - - - - - 91,350
Debt Financing - - - - - - - - -
Grant Funding - - - - - - - - -
Impact Fees - 808,650 - - - - - - 808,650
Funding Source Total:- 900,000 - - - - - - 900,000 -
-
6,000
2,000
-
8,000
Insert picture
Proposed Location of New IGA Field
IMPACT ON OPERATING
BUDGET:
Once completed, the ongoing costs will be the additional field maintenance of the turf field, the
trash removal and the electricity for the lights.
Estimated Annual Impact:
Expenditures
Personnel
Maintenance
Other
Revenues
Total:
Enhance Existing Partnerships with Schools
PROJECT DESCRIPTION
and/or JUSTIFICATION:
The City Wide 5 Year Master Plan for Parks and Recreation encourages the development of parcels of land that are already cleared of trees
for additional field space as compared to developing land at Birmingham Park. Also recommended by the Master Plan is more partnerships
with the Fulton County School system. There is a parcel of land at Milton High School that can easily be developed into a lighted, synthetic
turf field with seating. This would be a huge addition to the capacity issues we are experiencing and are projected to become worse in the
next 10 years. We have had informal talks with the school and they are receptive to an IGA with the City. This location already has lighted
fields on it and has bathrooms and parking readily available.
FUNDING SOURCE(S):
Previously
Allocated
Planned Funding Requests Total
Funding
Unfunded
Amount
Park & Recreation Enrichment
PROJECT NAME:New IGA Field
$900,000
2020
Parks & Recreation
Debt
Debt Issuance and Management
As mentioned earlier the City’s main priorities with regard to issuing debt are:
Maintaining a sound financial position. This means that long-term tax-exempt debt will only
be utilized to provide resources to finance needed capital improvements. Simultaneously,
the City will accumulate adequate resources to repay the debt.
To maintain and improve the City’s credit rating through strong financial administration.
Complying with all applicable federal and state laws, rules and regulations related to the
issuance of debt.
The City acknowledges that failure to meet the demands of growth may inhibit its continued
economic viability, but also realizes that excess outstanding debt may have detrimental effects
on the ability of the City to meet its continuing operational needs. Issuing debt commits the City's
revenues several years into the future, and may limit its flexibility to respond to changing service
priorities, revenue inflows, or cost structures. Adherence to the Debt Management Policy helps
ensure that the City issues and manages its debt prudently in order to maintain a sound financial
position and protect its credit rating.
Credit ratings are the rating agencies' assessment of the City's ability and willingness to repay debt
on a timely basis. Credit ratings are an important indicator in the credit markets and can influence
interest rates a borrower must pay. Each of the rating agencies believes that debt management is
a positive factor in evaluating issuers and assigning credit ratings.
Milton’s adherence to federal and state laws, rules and regulations as well as its strong financial
policies and procedures made it possible to obtain a triple A rating, the highest credit quality given
by the rating agencies, on its first attempt to secure a credit rating. With virtually no credit history
due to the pay-as-you-go nature of purchases in the past, the City received a triple-A rating from
Standard & Poor’s (AAA) and Moody’s (Aaa) in 2017.
The City recognizes that there are advantages and disadvantages to both the pay-as-you-go
method of financing purchases and to issuing debt. Milton staff weighs out these factors each year
during the update to the seven-year Capital Improvement Plan. The matrix below outlines some of
the main advantages and disadvantages taken into consideration during the planning process:
Future funds are not tied up Infrastructure is delivered
in servicing debt payments when it is needed
Interest savings can be put Spreads costs over the
towards other projects useful life of the asset
Greater budget transparency Increases capacity to invest
Avoid the risk of default Allocates costs to citizens who
receive the related benefits
Long wait time for Potentially high borrowing
new infrastructure rate/interest costs
Large projects may exhaust the Debt payments limit future
entire budget for capital projects budget flexibility
Inflation risk Generations forced to service
debt requirements
Allocates costs of project to Additional tax levy may be
citizens that may not benefit required to repay debt
Advantages
Disadvantages
PAY-AS-YOU-GO DEBT FINANCING
Under Georgia financing laws, the City's outstanding general obligation debt shall not exceed
10 percent of total assessed property value. By law, the general obligation debt subject to the
limitation may be offset by amounts set aside for repaying the general obligation bonds.
Calculation of the legal debt limit based on audited data contained in the
Fiscal Year 2017 Comprehensive Annual Financial Report (CAFR):
Assessed Value: $ 2,507,363,471
10% of Assessed value (Legal Debt Limit): $ 250,736,347
Milton Debt Applicable to Debt Limit: $ 23,495,000
Legal Debt Margin: $ 227,241,347
Milton’s current net debt applicable to
the debt limit is 10.34%, leaving significant
room for growth if the voters choose to
approve future general obligation bonds.
The Georgia Constitution (Article 9, Sec-
tion 5, Paragraph 1) states that only debt
approved by the majority of qualified
voters voting in an election held for that
purpose is subject to the debt limit
calculation. Therefore, the City’s other
long-term debt related to revenue bonds
and capital leases are excluded from the
debt limit calculation.
Debt Service
Fiscal Year Principal Interest
2019 $ 810,000 $ 899,375
2020 855,000 858,875
2021 895,000 816,125
2022 940,000 771,375
2023 985,000 724,375
2024 1,035,000 675,125
2025 1,090,000 623,375
2026 1,145,000 568,875
2027 1,200,000 511,625
2028 1,260,000 451,625
2029 1,295,000 413,825
2030 1,335,000 374,975
2031 1,390,000 321,575
2032 1,430,000 279,875
2033 1,475,000 236,975
2034 1,520,000 192,725
2035 1,565,000 147,125
2036 1,610,000 100,175
2037 1,660,000 51,875
$23,495,000 $9,019,875
Note: For more information
regarding the City's revenue bond
and capital lease debt, see the
Executive Summary p. XX.
Glossary
A
Accrual Basis of Accounting – A method of accounting where revenues are recorded when
they are earned and expenditures are recorded when goods or services are received.
Ad Valorem Tax – A tax based on the value of the property.
Amortization – The reduction of debt by regular payments of principal and interest sufficient
to retire the debt by maturity.
Appropriation – An authorization made by the city council which permits officials and department
heads to incur obligations against and to make expenditures of governmental resources.
Assessed Value – The value placed on the property for tax purposes. The assessed value of
property is 40% of the fair market value.
B
Balanced Budget (General Fund) – Total anticipated revenues plus that portion of the fund
balance in excess of authorized reserves that is designated as a funding source shall equal the
total estimated expenditures for each fund.
Basis of Accounting – Timing of recognition for financial reporting purposes.
Basis of Budgeting – Method used to determine when revenues and expenditures are
recognized for budgeting purposes.
Bond – A written promise to pay a specified sum of money at a specified future date or dates
together with periodic interest at specified rates. Bonds are typically used for long-term debt.
Budget – The financial plan for the operations of a department, program or project for the
current year or for the duration of the project.
Budget Amendment – A revision of the adopted budget that, when approved, replaces the
original provision and increases or decreases the budget appropriation.
C
Capital Assets (Fixed Assets) – Land, improvements to land, easements, buildings, building
improvements, vehicles, machinery, equipment, works of art or historical treasures, infrastructure
and all other tangible or intangible assets that are used in operations and have an initial useful life
extending beyond a single reporting period. Milton recognizes capital assets as those assets with
an estimated useful life of three or more years and with an acquisition value of $10,000 or more.
Capital Improvement Plan (CIP) – A comprehensive five-to-seven year plan, updated
annually, of the capital projects for the city.
Capital Outlay – An expenditure for the acquisition or, or addition to, a fixed asset.
Items acquired for less than $10,000 are not considered capital outlay for the city.
Capital Projects Fund – Fund type used to account for financial resources that are restricted,
committed or assigned to expenditure for capital outlays.
Contingency – Funds set aside for unforeseen future needs and budgeted in a
“non-departmental” account. Contingency funds can be transferred to a department
budget only by the action of city council.
Credit Risk – Risk that an issuer or other counterparty to an investment will not fulfill its obligations.
Debt – An obligation resulting from the borrowing of money or from the purchase of goods and
services.
D
Debt Service – Available resources set aside for the payment of principal and interest to
lenders or creditors on outstanding debt.
Department – A major administrative division of the city with indicated overall management
responsibility for an operation or a group of related operations within a functional area.
Depreciation – The portion of the cost of a fixed asset charged as an expense during a
particular period. The cost of a fixed asset is prorated over the estimated useful life of the asset.
E
Encumbrance – A commitment of funds against appropriations in which the expenditure has
not actually been made at the time of the recording. To encumber funds means to set aside
funds for a future expenditure.
Expenditure (Expense) – This term refers to the outflow of funds paid or to be paid for an
asset obtained or a good/service received regardless of when the expense is actually paid.
“Expenditure” applies to Governmental Funds and “Expense” to Proprietary Funds.
F
Fair Market Value – An estimate of the market value of the property as determined by the
Fulton County Board of Assessors.
Fiduciary Fund – A category of funds used to report assets held in a trustee or agency capacity
for others and which therefore cannot be used to support the government’s own programs.
Fiscal Year – The twelve month period designated by the city council signifying the beginning
and ending period for recording financial transactions. Milton’s fiscal year runs October 1 through
September 30.
Fund – Fiscal and accounting entity with a self-balancing set of accounts recording cash and
other financial resources, together with all related liabilities and residual equities or balances and
changes therein, that are segregated for the purpose of carrying on specific activities or attaining
certain objectives in accordance with special regulations, restrictions, or limitations.
Fund Balance – Net position of a governmental fund (difference between assets, liabilities,
deferred outflows of resources and deferred inflows of resources).
G
General Fund – One of five governmental fund types. The general fund typically serves as
the chief operating fund of a government. The general fund is used to account for all financial
resources not accounted for in some other fund.
General Obligation Bonds – Bonds whose principal and interest are paid from property tax
for debt service and are backed by the city’s full faith and credit. Approval by referendum vote
is required for general obligation bonds to be issued.
Generally Accepted Accounting Principles (GAAP) – Conventions, rules and procedures
that serve as the norm for the fair presentation of financial statements.
Governmental Accounting Standards Board (GASB) – Ultimate authoritative accounting
and financial reporting standard-setting body for state and local governments.
Governmental Funds – Funds generally used to account for tax-supported activities.
There are five types of governmental funds: the general fund, special revenue funds,
debt service funds, capital projects funds and permanent funds.
I
Interest Rate Risk – Risk that changes in interest rates will adversely affect the fair value
of an investment.
Interfund Transfers – Flows of assets (such as cash or goods) between funds and blended
component units of the primary government without equivalent flows of assets in return and
without a requirement for repayment.
L
Legal Level of Budgetary Control – Level at which a government’s management may
not reallocate resources without approval from the legislative body.
Levy – To impose taxes, special assessments or service charges for the support of government
activities.
Long-term Debt – Debt with a maturity date of more than one year after the date of issuance.
M
Mill – A tax rate equal to $1 per $1,000 of assessed property value.
Millage Rate – The ad valorem tax rate expressed in the amount levied per thousand dollars
of taxable assessed value of the property.
Modified Accrual Basis of Accounting – Basis of accounting where revenues are recorded
when they become measurable and available and expenditures are recorded in the period in
which governments in general normally liquidate the related liability rather than when that liability
is first incurred (if earlier).
P
Personal Property – Property that can be moved with relative ease such as boats, machinery
and inventoried goods.
Property Taxes – Tax bases on the assed value of a property, either real estate or personal.
Tax liability falls on the owner of record as of the appraisal date.
Public Hearing – A specifically designated time, place and opportunity for citizens, community
groups, businesses and other stakeholders to address the legislative body on a particular issue.
It allows interested parties to express their opinions and the legislative body and/or staff to hear
their concerns and advice.
R
Revenue Bonds – Bonds whose principal and interest are payable exclusively from specified
revenue source. These bonds do not require approval by referendum.
S
Short-term Debt – Debt with a maturity date of less than one year after the date of issuance.
Special Revenue Fund – Governmental fund type used to account for the proceeds of
specific revenue sources that are restricted or committed to expenditure for specific purposes
other than debt service or capital projects and exclusive of resources held in trust for individuals,
private organizations or other governments.
W
Working Capital – A dollar amount reserved in the (general fund) fund balance that is
available for unforeseen emergencies, to handle shortfalls caused by revenue declines and
to provide cash liquidity during periods of low cash flow.
Glossary
A
Accrual Basis of Accounting – A method of accounting where revenues are recorded when
they are earned and expenditures are recorded when goods or services are received.
Ad Valorem Tax – A tax based on the value of the property.
Amortization – The reduction of debt by regular payments of principal and interest sufficient
to retire the debt by maturity.
Appropriation – An authorization made by the city council which permits officials and department
heads to incur obligations against and to make expenditures of governmental resources.
Assessed Value – The value placed on the property for tax purposes. The assessed value of
property is 40% of the fair market value.
B
Balanced Budget (General Fund) – Total anticipated revenues plus that portion of the fund
balance in excess of authorized reserves that is designated as a funding source shall equal the
total estimated expenditures for each fund.
Basis of Accounting – Timing of recognition for financial reporting purposes.
Basis of Budgeting – Method used to determine when revenues and expenditures are
recognized for budgeting purposes.
Bond – A written promise to pay a specified sum of money at a specified future date or dates
together with periodic interest at specified rates. Bonds are typically used for long-term debt.
Budget – The financial plan for the operations of a department, program or project for the
current year or for the duration of the project.
Budget Amendment – A revision of the adopted budget that, when approved, replaces the
original provision and increases or decreases the budget appropriation.
C
Capital Assets (Fixed Assets) – Land, improvements to land, easements, buildings, building
improvements, vehicles, machinery, equipment, works of art or historical treasures, infrastructure
and all other tangible or intangible assets that are used in operations and have an initial useful life
extending beyond a single reporting period. Milton recognizes capital assets as those assets with
an estimated useful life of three or more years and with an acquisition value of $10,000 or more.
Capital Improvement Plan (CIP) – A comprehensive five-to-seven year plan, updated
annually, of the capital projects for the city.
Capital Outlay – An expenditure for the acquisition or, or addition to, a fixed asset.
Items acquired for less than $10,000 are not considered capital outlay for the city.
Capital Projects Fund – Fund type used to account for financial resources that are restricted,
committed or assigned to expenditure for capital outlays.
Contingency – Funds set aside for unforeseen future needs and budgeted in a
“non-departmental” account. Contingency funds can be transferred to a department
budget only by the action of city council.
Credit Risk – Risk that an issuer or other counterparty to an investment will not fulfill its obligations.
Debt – An obligation resulting from the borrowing of money or from the purchase of goods and
services.
D
Debt Service – Available resources set aside for the payment of principal and interest to
lenders or creditors on outstanding debt.
Department – A major administrative division of the city with indicated overall management
responsibility for an operation or a group of related operations within a functional area.
Depreciation – The portion of the cost of a fixed asset charged as an expense during a
particular period. The cost of a fixed asset is prorated over the estimated useful life of the asset.
E
Encumbrance – A commitment of funds against appropriations in which the expenditure has
not actually been made at the time of the recording. To encumber funds means to set aside
funds for a future expenditure.
Expenditure (Expense) – This term refers to the outflow of funds paid or to be paid for an
asset obtained or a good/service received regardless of when the expense is actually paid.
“Expenditure” applies to Governmental Funds and “Expense” to Proprietary Funds.
F
Fair Market Value – An estimate of the market value of the property as determined by the
Fulton County Board of Assessors.
Fiduciary Fund – A category of funds used to report assets held in a trustee or agency capacity
for others and which therefore cannot be used to support the government’s own programs.
Fiscal Year – The twelve month period designated by the city council signifying the beginning
and ending period for recording financial transactions. Milton’s fiscal year runs October 1 through
September 30.
Fund – Fiscal and accounting entity with a self-balancing set of accounts recording cash and
other financial resources, together with all related liabilities and residual equities or balances and
changes therein, that are segregated for the purpose of carrying on specific activities or attaining
certain objectives in accordance with special regulations, restrictions, or limitations.
Fund Balance – Net position of a governmental fund (difference between assets, liabilities,
deferred outflows of resources and deferred inflows of resources).
G
General Fund – One of five governmental fund types. The general fund typically serves as
the chief operating fund of a government. The general fund is used to account for all financial
resources not accounted for in some other fund.
General Obligation Bonds – Bonds whose principal and interest are paid from property tax
for debt service and are backed by the city’s full faith and credit. Approval by referendum vote
is required for general obligation bonds to be issued.
Generally Accepted Accounting Principles (GAAP) – Conventions, rules and procedures
that serve as the norm for the fair presentation of financial statements.
Governmental Accounting Standards Board (GASB) – Ultimate authoritative accounting
and financial reporting standard-setting body for state and local governments.
Governmental Funds – Funds generally used to account for tax-supported activities.
There are five types of governmental funds: the general fund, special revenue funds,
debt service funds, capital projects funds and permanent funds.
I
Interest Rate Risk – Risk that changes in interest rates will adversely affect the fair value
of an investment.
Interfund Transfers – Flows of assets (such as cash or goods) between funds and blended
component units of the primary government without equivalent flows of assets in return and
without a requirement for repayment.
L
Legal Level of Budgetary Control – Level at which a government’s management may
not reallocate resources without approval from the legislative body.
Levy – To impose taxes, special assessments or service charges for the support of government
activities.
Long-term Debt – Debt with a maturity date of more than one year after the date of issuance.
M
Mill – A tax rate equal to $1 per $1,000 of assessed property value.
Millage Rate – The ad valorem tax rate expressed in the amount levied per thousand dollars
of taxable assessed value of the property.
Modified Accrual Basis of Accounting – Basis of accounting where revenues are recorded
when they become measurable and available and expenditures are recorded in the period in
which governments in general normally liquidate the related liability rather than when that liability
is first incurred (if earlier).
P
Personal Property – Property that can be moved with relative ease such as boats, machinery
and inventoried goods.
Property Taxes – Tax bases on the assed value of a property, either real estate or personal.
Tax liability falls on the owner of record as of the appraisal date.
Public Hearing – A specifically designated time, place and opportunity for citizens, community
groups, businesses and other stakeholders to address the legislative body on a particular issue.
It allows interested parties to express their opinions and the legislative body and/or staff to hear
their concerns and advice.
R
Revenue Bonds – Bonds whose principal and interest are payable exclusively from specified
revenue source. These bonds do not require approval by referendum.
S
Short-term Debt – Debt with a maturity date of less than one year after the date of issuance.
Special Revenue Fund – Governmental fund type used to account for the proceeds of
specific revenue sources that are restricted or committed to expenditure for specific purposes
other than debt service or capital projects and exclusive of resources held in trust for individuals,
private organizations or other governments.
W
Working Capital – A dollar amount reserved in the (general fund) fund balance that is
available for unforeseen emergencies, to handle shortfalls caused by revenue declines and
to provide cash liquidity during periods of low cash flow.
A
Accrual Basis of Accounting – A method of accounting where revenues are recorded when
they are earned and expenditures are recorded when goods or services are received.
Ad Valorem Tax – A tax based on the value of the property.
Amortization – The reduction of debt by regular payments of principal and interest sufficient
to retire the debt by maturity.
Appropriation – An authorization made by the city council which permits officials and department
heads to incur obligations against and to make expenditures of governmental resources.
Assessed Value – The value placed on the property for tax purposes. The assessed value of
property is 40% of the fair market value.
B
Balanced Budget (General Fund) – Total anticipated revenues plus that portion of the fund
balance in excess of authorized reserves that is designated as a funding source shall equal the
total estimated expenditures for each fund.
Basis of Accounting – Timing of recognition for financial reporting purposes.
Basis of Budgeting – Method used to determine when revenues and expenditures are
recognized for budgeting purposes.
Bond – A written promise to pay a specified sum of money at a specified future date or dates
together with periodic interest at specified rates. Bonds are typically used for long-term debt.
Budget – The financial plan for the operations of a department, program or project for the
current year or for the duration of the project.
Budget Amendment – A revision of the adopted budget that, when approved, replaces the
original provision and increases or decreases the budget appropriation.
C
Capital Assets (Fixed Assets) – Land, improvements to land, easements, buildings, building
improvements, vehicles, machinery, equipment, works of art or historical treasures, infrastructure
and all other tangible or intangible assets that are used in operations and have an initial useful life
extending beyond a single reporting period. Milton recognizes capital assets as those assets with
an estimated useful life of three or more years and with an acquisition value of $10,000 or more.
Capital Improvement Plan (CIP) – A comprehensive five-to-seven year plan, updated
annually, of the capital projects for the city.
Capital Outlay – An expenditure for the acquisition or, or addition to, a fixed asset.
Items acquired for less than $10,000 are not considered capital outlay for the city.
Capital Projects Fund – Fund type used to account for financial resources that are restricted,
committed or assigned to expenditure for capital outlays.
Contingency – Funds set aside for unforeseen future needs and budgeted in a
“non-departmental” account. Contingency funds can be transferred to a department
budget only by the action of city council.
Credit Risk – Risk that an issuer or other counterparty to an investment will not fulfill its obligations.
Debt – An obligation resulting from the borrowing of money or from the purchase of goods and
services.
D
Debt Service – Available resources set aside for the payment of principal and interest to
lenders or creditors on outstanding debt.
Department – A major administrative division of the city with indicated overall management
responsibility for an operation or a group of related operations within a functional area.
Depreciation – The portion of the cost of a fixed asset charged as an expense during a
particular period. The cost of a fixed asset is prorated over the estimated useful life of the asset.
E
Encumbrance – A commitment of funds against appropriations in which the expenditure has
not actually been made at the time of the recording. To encumber funds means to set aside
funds for a future expenditure.
Expenditure (Expense) – This term refers to the outflow of funds paid or to be paid for an
asset obtained or a good/service received regardless of when the expense is actually paid.
“Expenditure” applies to Governmental Funds and “Expense” to Proprietary Funds.
F
Fair Market Value – An estimate of the market value of the property as determined by the
Fulton County Board of Assessors.
Fiduciary Fund – A category of funds used to report assets held in a trustee or agency capacity
for others and which therefore cannot be used to support the government’s own programs.
Fiscal Year – The twelve month period designated by the city council signifying the beginning
and ending period for recording financial transactions. Milton’s fiscal year runs October 1 through
September 30.
Fund – Fiscal and accounting entity with a self-balancing set of accounts recording cash and
other financial resources, together with all related liabilities and residual equities or balances and
changes therein, that are segregated for the purpose of carrying on specific activities or attaining
certain objectives in accordance with special regulations, restrictions, or limitations.
Fund Balance – Net position of a governmental fund (difference between assets, liabilities,
deferred outflows of resources and deferred inflows of resources).
G
General Fund – One of five governmental fund types. The general fund typically serves as
the chief operating fund of a government. The general fund is used to account for all financial
resources not accounted for in some other fund.
General Obligation Bonds – Bonds whose principal and interest are paid from property tax
for debt service and are backed by the city’s full faith and credit. Approval by referendum vote
is required for general obligation bonds to be issued.
Generally Accepted Accounting Principles (GAAP) – Conventions, rules and procedures
that serve as the norm for the fair presentation of financial statements.
Governmental Accounting Standards Board (GASB) – Ultimate authoritative accounting
and financial reporting standard-setting body for state and local governments.
Governmental Funds – Funds generally used to account for tax-supported activities.
There are five types of governmental funds: the general fund, special revenue funds,
debt service funds, capital projects funds and permanent funds.
I
Interest Rate Risk – Risk that changes in interest rates will adversely affect the fair value
of an investment.
Interfund Transfers – Flows of assets (such as cash or goods) between funds and blended
component units of the primary government without equivalent flows of assets in return and
without a requirement for repayment.
L
Legal Level of Budgetary Control – Level at which a government’s management may
not reallocate resources without approval from the legislative body.
Levy – To impose taxes, special assessments or service charges for the support of government
activities.
Long-term Debt – Debt with a maturity date of more than one year after the date of issuance.
M
Mill – A tax rate equal to $1 per $1,000 of assessed property value.
Millage Rate – The ad valorem tax rate expressed in the amount levied per thousand dollars
of taxable assessed value of the property.
Modified Accrual Basis of Accounting – Basis of accounting where revenues are recorded
when they become measurable and available and expenditures are recorded in the period in
which governments in general normally liquidate the related liability rather than when that liability
is first incurred (if earlier).
P
Personal Property – Property that can be moved with relative ease such as boats, machinery
and inventoried goods.
Property Taxes – Tax bases on the assed value of a property, either real estate or personal.
Tax liability falls on the owner of record as of the appraisal date.
Public Hearing – A specifically designated time, place and opportunity for citizens, community
groups, businesses and other stakeholders to address the legislative body on a particular issue.
It allows interested parties to express their opinions and the legislative body and/or staff to hear
their concerns and advice.
R
Revenue Bonds – Bonds whose principal and interest are payable exclusively from specified
revenue source. These bonds do not require approval by referendum.
S
Short-term Debt – Debt with a maturity date of less than one year after the date of issuance.
Special Revenue Fund – Governmental fund type used to account for the proceeds of
specific revenue sources that are restricted or committed to expenditure for specific purposes
other than debt service or capital projects and exclusive of resources held in trust for individuals,
private organizations or other governments.
W
Working Capital – A dollar amount reserved in the (general fund) fund balance that is
available for unforeseen emergencies, to handle shortfalls caused by revenue declines and
to provide cash liquidity during periods of low cash flow.
STATE OF GEORGIA
FULTON COUNTY ORDINANCE NO.
AN ORDINANCE OF THE MAYOR AND COUNCIL OF THE CITY OF MILTON,
GEORGIA, TO ADOPT THE FISCAL 2019 BUDGET FOR EACH FUND OF THE
CITY OF MILTON, GEORGIA APPROPRIATING THE AMOUNTS SHOWN IN
EACH BUDGET AS EXPENDITURES, ADOPTING THE SEVERAL ITEMS OF
REVENUE ANTICIPATIONS, PROHIBITING EXPENDITURES TO EXCEED
APPROPRIATIONS, AND PROHIBITING EXPENDITURES TO EXCEED
ACTUAL FUNDING AVAILABLE.
WHEREAS, the City Manager of the City of Milton has presented a
proposed fiscal year 2019 Budget to the City Council on each of the various funds
of the City; and
WHEREAS, each of these budgets is a balanced budget, so that anticipated
revenues equal proposed expenditures for each fund; and
WHEREAS, the fiscal year 2019 budget provides a financial plan for the
government, establishing appropriations for each operating department in order to
extend services;
NOW, THEREFORE BE IT ORDAINED that this budget, “Exhibit A”
attached hereto and by this reference made a part hereof this ordinance shall be
the City of Milton’s fiscal year 2019 budget; and
BE IT FURTHER ORDAINED that this budget be and is hereby approved
and the several items of revenues shown in the budget for each fund in the
amounts anticipated are adopted and that the several amounts shown in the
budget for each fund as proposed expenditures are hereby appropriated to the
departments named in each fund; and,
BE IT FURTHER ORDAINED that the expenditures shall not exceed the
appropriations authorized by this budget or amendments thereto provided; that
expenditures for the fiscal year shall not exceed actual funding available.
ADOPTED AND APPROVED this 24th day of September, 2018.
CITY OF MILTON, GEORGIA
By: ________________________
Mayor Joe Lockwood
_________________________
Councilmember Peyton Jamison
_________________________ ________________________
Councilmember Matt Kunz Councilmember Joe Longoria
_________________________ ________________________
Councilmember Laura Bentley Councilmember Rick Mohrig
(SEAL)
Attest:
_______________________________
Sudie AM Gordon, City Clerk
First Reading: September 10, 2018
First Public Hearing: September 10, 2018
Second Public Hearing: September 24, 2018
Adoption: September 24, 2018
MILTON111t
ESTABLISHED 2006
TO:
FROM:
AGENDA ITEM:
MEETING DATE:
CITY COUNCIL AGENDA ITEM
City Council
DATE: September 3, 2018
Steven Krokoff, City Manager
Consideration of RZ18-12 - Article VI, Division 18 - C-1
Community Business District as it Relates to Gas Stations.
Monday, September 10, 2018 Regular City Council Meeting
BACKGROUND INFORMATION: (Attach additional pages if necessary)
See attached memorandum
APPROVAL BY CITY MANAGER: (,�IAPPROVED (J NOT APPROVED
CITY ATTORNEY APPROVAL REQUIRED: (,,KYES () NO
CITY ATTORNEY REVIEW REQUIRED: (If "Y"ES () NO
APPROVAL BY CITY ATTORNEY: (�XPPROVED (J NOT APPROVED
PLACED ON AGENDA FOR: b�/r°/zoos
2006 Heritage Walk Milton, GA P: 678.242.2500 1 F: 678.242.2499
0000
info@cityofmiltonga.us I www.cityofmilfonga.us
N
1
From: Carter Lucas, Assistant City Manager
To: Honorable Mayor and City Council Members
Re: Text Amendment – RZ18-12 - Text Amendment to Article VI,
Division 18 – C-1 Community Business District
Date: August 30, 2018 for the September 24, 2018 Mayor and City Council
Meeting (September 10, 2018 First Presentation and September 17,
2018 Council Work Session)
Department Recommendation:
The Community Development Department recommends Approval of the
proposed text amendment.
Executive Summary:
The City of Milton Mayor and City Council on May 7, 2018 approved a
moratorium of the submittal of plans for gas stations until which time additional
development standards are approved.
The purpose of this text amendment is to provide development standards for
gasoline stations, including ones developed with convenience stores for the
areas of Milton that are not within the Deerfield and Crabapple Form Based
Codes.
This item was first presented to the Planning Commission on July 25, 2018. At the
meeting, Staff was asked to provide additional information regarding how to
define “gas pumps”, and the possibility of excluding car washes and emission
testing stations. Lastly, to include other residential zoning districts in the distance
requirement for fuel pump canopies.
Staff has provided a definition for “fuel pump” as well as proposed excluding
accessory car washes and emission testing stations and additional zoning
districts as they relate to the distance from the pump canopy.
These standards are similar to the requirements that exist in the Form Based
Code areas of the City.
Legal Review:
Paul Frickey - Jarrard & Davis (August, 2018)
Attachment(s): RZ18-12 Text Amendment and ordinance.
RZ18-12 – Text Amendment to C-1 Zoning District for Gasoline Stations prepared for the City of Milton
Mayor and City Council Meeting on September 24, 2018. (First Presentation on September 18, Work
Session on September 17, 2018)
1
DIVISION 18. - C-1 COMMUNITY BUSINESS DISTRICT
Sec. 64-774. - Scope and intent.
The regulations set forth in this division are the C-1 district regulations. Article IX should be consulted
to determine uses and minimum standards for uses allowed by administrative permits or use permits. The
C-1 district is intended to provide locations in which neighborhood and community-oriented retail and
service activities conclude a transition, or land areas which complement a transition into a more intense
activity area. Complementary noncommercial uses are also permitted.
Sec. 64-775. - Use regulations.
Within the C-1 district, land and structures shall be used in accordance with standar ds herein. Any use
not specifically designated as permitted shall be prohibited.
(1) Permitted uses. Structures and land may be used for only the following purposes:
a. Apartment, above or behind commercial and office uses in the same building.
b. Art gallery.
c. Assembly hall.
d. Automotive parking lot.
e. Automotive specialty shop.
f. Catering, carryout and delivery.
g. Church, temple or other place of worship.
h. Clinic.
i. Commercial amusement, indoor.
j. Convalescent center/nursing home/hospice.
k. Day care facility.
l. Delicatessen.
m. Financial establishment.
n. Funeral home.
o. Garage, automobile repair, except painting, body repair and overhaul of major components.
p. Gasoline stations with or without convenience stores.
q. Group residence.
r. Gymnasium.
s. Health club/spa.
t. Hotel.
u. Landscaping business, garden center.
v. Laundry and dry cleaning shop (excluding Laundromats).
w. Lawn service businesses.
x. Library.
y. Millinery or similar trade whenever products are sold retail, exclusively on the site where
produced.
z. Motel.
aa. Museum.
RZ18-12 – Text Amendment to C-1 Zoning District for Gasoline Stations prepared for the City of Milton
Mayor and City Council Meeting on September 24, 2018. (First Presentation on September 18, Work
Session on September 17, 2018)
2
bb. Office.
cc. Parking garage/deck.
dd. Parking lot.
ee. Personal care home.
ff. Pet grooming (no overnight stay).
gg. Photography studio.
hh. Plant nursery.
ii. Printing shop, convenience.
jj. Repair shop, not involving any manufacturing on the site.
kk. Research laboratory.
ll. Restaurant.
mm. Retail store or shop not to include Roadside vending.
nn. School of business, dance, music or similar school.
oo. Service station, except that repair and service offerings shall not include painting, body
repair nor overhaul of major components, and no portion of the site shall be used for the
display of cars for sale.
pp. Stadium.
qq. Telecommunications facility per Section 54 of the Milton City Code.
rr. Theater.
(2) Accessory uses. Structures and land may be used for uses customarily incidental to any
permitted use and a dwelling may be used for a home occupation. Automobile and/or moving
truck rental may be used in accessory to a permitted use. Not more than 45 percent of the floor
area of a building or land may be devoted to storage incidental to primary uses.
Sec. 64-776. - Development standards.
(a) Height regulations. No structure shall exceed the higher of four stories or 60 feet in height except as
approved pursuant to article IX.
(b) Minimum front yard shall be 40 feet.
(c) Minimum side yard shall be as follows:
(1) Adjacent to interior lot lines: 25 feet for dwellings.
(2) None for all other buildings. See article III of this zoning ordinance for buffer and landscape
requirements.
(3) For all buildings adjacent to streets: 40 feet.
(d) Minimum rear yard shall be as follows:
(1) Adjacent to interior lot lines: 25 feet for dwellings.
(2) None for all other buildings. See article III of this zoning ordinance for buffer and lands cape
requirements.
(e) Minimum lot area shall be as follows:
(1) Single-family dwelling: 18,000 square feet.
(2) Two-family dwelling: 18,000 square feet.
RZ18-12 – Text Amendment to C-1 Zoning District for Gasoline Stations prepared for the City of Milton
Mayor and City Council Meeting on September 24, 2018. (First Presentation on September 18, Work
Session on September 17, 2018)
3
(3) Multifamily dwelling, including a unit above or behind a commercial use: 2,500 square feet .
(4) All other buildings: no minimum.
(f) Minimum heated floor area per unit shall be as follows:
(1) Single-family dwelling: 1,100 square feet.
(2) Two-family dwelling: 800 square feet.
(3) Multifamily dwelling: 700 square feet.
(4) Efficiency apartment: 450 square feet.
(g) Minimum lot frontage shall be 35 feet adjoining a street.
(h) Minimum accessory structure requirements:
(1) Single-family and two-family uses. Accessory structures may be located in the rear yard only but
shall not be located within a minimum yard.
(2) Other use. Accessory structures shall not be located in the minimum front yard.
(i) Gasoline Stations
(1) Gasoline station canopie s and fuel pumps:
i. Shall be located to the side, or rear of the principal structure.
ii. Fuel pump canopies shall be located the greater of:
a. 300 feet from any interior side or rear lot l ine that adjoins a lot that contains a
residential structure; or
b. 100 feet from any property zoned AG-1, R-1, R-2, R-2A, R-3, R-3A, R-4, R-4A,
R-5, R-5A, R-6, MIX with a residential component , or CUP.
(2) There shall be no more than 8 fuel pumps allowed on the site.
(3) Fuel pump canopy shall have a minimum 6:12 pitch roof subject to the approval of the Design
Review Board.
(4) Fuel pump canopies shall not exceed 14 feet in height as measured to the soffit.
(5) Fuel pump canopies shall be compatible with the color, texture, material, and architectural
design of the principal structure.
(6) Fuel pump canopy support columns shall be compatible with the color, texture, and material of
the facade of the principal structure.
(7) Fuel pump canopies, canopy support columns, and fuel pumps shall not be internally
illuminated.
(8) There shall be no carwash or emission inspection station located on the same parcel with the
gasoline station.
(9) Any parcel on which a pump is located must have a principal structure of not less than 1,600
square feet located thereon .
(10) Lighting shall be shielded to direct light and glare onto the parcel where the gas/fueling
station is located.
RZ18-12 – Text Amendment to C-1 Zoning District for Gasoline Stations prepared for the City of Milton
Mayor and City Council Meeting on September 24, 2018. (First Presentation on September 18, Work
Session on September 17, 2018)
4
(11) Intercom or speaker systems shall only be utilized for the purpose of communications
between employees and customers and shall direct sound away from adjacent residential
structures.
(12) Location, number, and size of the following uses shall be approved by the Design Review
Board: air pumps, vacuums, and charging stations.
(13) Definitions:
i. Fuel pump: Also known as a "fueling position," means any device used for the sale of
fuel for motor vehicles. A single fuel pump is a fuel pump that can serve only one vehicle
at a time. The number of pumps on a single device is determined by the maximum
number of vehicles that can be serviced at the same time.
ii. Emission inspection station: means any permanent or temporary structure that provide
the service of inspecting automobile emissions as required by the State of Georgia.
iii. Car wash: means an area or structure equipped with facilities for washing
automobiles.
Sec. 64-777. - Other regulations.
The following headings contain provisions applicable to the C-1 district:
(1) Development regulations: article XVII of this zoning ordinance.
(2) Exceptions: article II, division 3 of this zoning ordinance.
(3) Floodplain management: article IV of this zoning ordinance.
(4) Off-street parking and loading: article VIII of this zoning ordinance.
(5) Outside storage: article II, division 2 of this zoning ordinance.
(6) Landscape area and buffer regulations: article III of this zoning ordinance.
(7) River protection: Metropolitan River Protection Act, O.C.G.A. § 12-5-440 et seq.
(8) Signs: article XVI of this zoning ordinance.
(9) Noise study report: section 64-2131.
Secs. 64-778—64-796. - Reserved.
STATE OF GEORGIA ORDINANCE____
COUNTY OF FULTON RZ18-12
AN ORDINANCE TO AMEND ARTICLE VI, DIVISION 18 – C-1 (COMMUNITY
BUSINESS) DISTRICT OF THE ZONING ORDINANCE.
BE IT ORDAINED by the City Council of the City of Milton, GA while in a regularly called
council meeting on September 24, 2018 6:00 p.m. as follows:
SECTION 1. That the amendment of Article VI, Division 18 – C-1 (Community
Business) District in the City of Milton Zoning Ordinance relating to Gas Stations is
hereby adopted and approved; and is attached hereto as if fully set forth
herein, and;
SECTION 2. All ordinances, parts of ordinances, or regulations in conflict herewith
are repealed.
SECTION 3. That this Ordinance shall become effective upon its adoption.
ORDAINED this the 24th day of September, 2018.
____________________________________
Joe Lockwood, Mayor
Attest:
___________________________
Sudie AM Gordon, City Clerk
a
MILTON*
ESTABLISHED 2006
CITY COUNCIL AGENDA ITEM
TO: City Council DATE: September 4, 2018
FROM: Steven Krokoff, City Manager �0
AGENDA ITEM: Consideration of Appendix A, Fees and Other Charges for
Chapter 18, Article IV - Monitored Alarm Systems.
MEETING DATE: Monday, September 10, 2018 Regular City Council Meeting
BACKGROUND INFORMATION: (Attach additional pages if necessary)
See attached memorandum
APPROVAL BY CITY MANAGER: (JIKPPROVED (J NOT APPROVED
CITY ATTORNEY APPROVAL REQUIRED: (AYES () NO
CITY ATTORNEY REVIEW REQUIRED: (41YES () NO
APPROVAL BY CITY ATTORNEY: QlAPPROVED (J NOT APPROVED
PLACED ON AGENDA FOR: 05/101401t
2006 Heritage Walk Milton, GA P: 678.242.25001 F: 678.242.2499 info@cityofmiltonga.us I www.cityofmiltonga.us
0000
To: Honorable Mayor and City Council Members
From: Rich Austin, Chief of Police
Date: Submitted on September 4, 2018 for the September 24, 2018
Regular City Council Meeting (September 10, 2018 First
Presentation)
Agenda Item: Consideration of Appendix A, Fees and Other Charges for Chapter
18, Article IV - MONITORED ALARM SYSTEMS.
_____________________________________________________________________________________
Department Recommendation:
Approval.
Executive Summary:
This is an update and revision to the appendix related to the regulation Monitored
Alarm systems and penalties associated with violations of this ordinance. The purpose
of this revision is to align penalties in the appendix with proposed penalty changes in
the ordinance revision.
Funding and Fiscal Impact:
None.
Alternatives:
N/A
Legal Review:
Melissa A. Klatzkow, Jarrard and Davis August 30, 2018
Concurrent Review:
Steve Krokoff, City Manager
Attachment(s):
Ordinance Revision
1
STATE OF GEORGIA ORDINANCE NO.
COUNTY OF FULTON
AN ORDINANCE TO REVISE APPENDIX A, FEES AND OTHER CHARGES FOR
CHAPTER 18, ARTICLE IV – MONITORED ALARM SYSTEMS
The Council of the City of Milton hereby ordains, while in regularly called Council meeting on
the 24th day of September, 2018 at 6:00 p.m., as follows:
SECTION 1. Pursuant to Section 1.12(b)(17) of the City Charter, the City is
authorized to provide for the general health, safety, and welfare; and,
SECTION 2. The City desires to update the penalties applicable to the use of
Monitored Alarm Systems; and
SECTION 3. Pursuant to that authorization in Chapter 18, Article IV, Appendix A
of the Milton Code is hereby amended with the schedule of said fees and charges as set
forth in Exhibit A to t his Ordinance; and
SECTION 4. All ordinances, parts of ordinances, or regulations in conflict herewith are
Repealed; and
SECTION 5. That this Ordinance shall become effective upon its adoption.
ORDAINED this 24th day of September, 2018.
Approved:
_______________________________
Joe Lockwood, Mayor
Attest:
___________________________
Sudie Gordon, City Clerk
(Seal)
EXHIBIT A
Chapter 18—Emergency Management Services
18-48
Monthly
charge for
emergency
telephone
service
$1.50 per telephone line and $1.50 per
wireless subscriber
18-49
Prepaid
wireless 911
charge
$0.75 per retail transaction
18-
69(1)
Penalty for
false alarm
For the third and
each subsequent
false alarm that
occurs at the same
premises within any
permit year
Civil penalties for false alarms within a
permit year may be assessed against an
alarm user as follows: Third False Alarm
$50.00, Fourth False Alarm $100, Fifth and
over false alarm $150.00 ; no monitored
alarm user shall be assessed fines in
excess of $600.00 for false alarms that
occur at the same premises in any 24-
hour period
18-
69(2)
Penalty for
violation other
than false
alarm
$100.00/each
18-90
(a)(5)
Monitored
alarm system
registration
$25.00/each
MILTON'll
ESTABLISHED 2006
CITY COUNCIL AGENDA ITEM
TO: City Council DATE: September 5, 2018
FROM: Steven Krokoff, City Manager
AGENDA ITEM: Consideration of an Ordinance of the Mayor and Council of
the City of Milton, Georgia to Amend Appendix A, Fees and
Other Charges for Chapter 52 - Taxation.
MEETING DATE: Monday, September 10, 2018 Regular City Council Meeting
BACKGROUND INFORMATION: (Attach additional pages if necessary)
See attached memorandum
APPROVAL BY CITY MANAGER: (JXPPROVED () NOT APPROVED
CITY ATTORNEY APPROVAL REQUIRED: (44ES () NO
CITY ATTORNEY REVIEW REQUIRED: (.-ES () NO
APPROVAL BY CITY ATTORNEY: (41 -APPROVED () NOT APPROVED
PLACED ON AGENDA FOR: a51161161L
2006 Heritage Walk Milton, GA P: 678.242.2500 1 F: 678.242.2499 info@cityofmiltonga.us I www.cityofmiltonga.us
0000
To: Honorable Mayor and City Council Members
From: Bernadette Harvill, Finance Director
Date: Submitted on September 4, 2018 for First Presentation on the
September 10, 2018 Regular City Council Meeting and Unfinished
Business for the September 24, 2018 Regular City Council Meeting
Agenda Item: Consideration of an Ordinance of the Mayor and Council of to
Amend Appendix A, Fees and Other Charges for Chapter 52 –
Taxation
Department Recommendation:
Approve the attached ordinance to amend Sections 52-19(b) and 52-22(b) providing for
updated language with regard to the approved millage rate for fiscal year 2019 and
related penalty and interest charges.
Executive Summary:
After the adoption of the fiscal year 2019 millage rate the language contained within
Chapter 52 must be amended to reflect the partial rollback approved by Mayor and
Council. Additionally, changes in state law pertaining to the collection of penalty and
interest on delinquent taxes require a change to the language in section 52-22(b).
Funding and Fiscal Impact:
None.
Alternatives:
None.
Legal Review:
Ken Jarrard, August 16, 2018
Concurrent Review:
Steve Krokoff, City Manager
Attachment(s):
Ordinance to Amend Appendix A, Fees and Other Charges for Chapter 52 - Taxation
STATE OF GEORGIA ORDINANCE NO.
COUNTY OF FULTON
Page 1 of 3
AN ORDINANCE TO AMEND APPENDIX A, FEES AND OTHER CHARGES FOR
CHAPTER 52 - TAXATION
BE IT ORDAINED by the City Council of the City of Milton, GA while in a regularly called
council meeting on September 24, 2018 6:00 p.m. as follows:
SECTION 1. That the amendment of Appendix A, Chapter 52 – sections 52-
19(b) and 52-22(b) are revised, adopted and approved; and are attached
hereto; and
SECTION 2. All ordinances, parts of ordinances, or regulations in conflict herewith
are repealed; and
SECTION 3. That this Ordinance shall become effective upon its adoption.
ORDAINED this the 24th day of September, 2018.
____________________________________
Joe Lockwood, Mayor
Attest:
___________________________
Sudie AM Gordon, City Clerk
STATE OF GEORGIA ORDINANCE NO.
COUNTY OF FULTON
Page 2 of 3
Appendix A - FEES AND OTHER CHARGES
FEES AND OTHER CHARGES
Section Description Conditions Amount (in dollars)
Chapter 52—Taxation
52-
19(b)
Ad valorem taxes
on property
For property
subject to the
ad valorem tax
$4.731390 on 40 percent of each $1,000.00 of property
52-
22(b)
Penalties and
interest for the
delinquent of the
ad valorem taxes
For property
subject to the
ad valorem tax
An interest rate of 1% per month (minimum $1.00) from
the date the taxes are due until the date the taxes are
paid. Any period less than one month is considered to be
one month.
A penalty of 105% is applied to the amount of tax due if
not paid within after 90120 days past duedays of the bill
date. After 120 days from the imposition of the initial
penalty, an additional 5% of any tax amount remaining
due shall be imposed. This will continue every 120 days
not to exceed 20% of the principal amount of the tax
originally due. The penalty shall not apply to the following:
(1) Ad valorem taxes of $500.00 or less on homesteaded
property; (2) Homesteaded property acquired during the
tax year by a new owner who did not receive a bill and
who before acquiring such property resided outside the
State of GA and if taxes are paid within one year following
the due date.
Interest on delinquent taxes due shall be calculated at an
annual rate equal to the bank prime loan rate as posted by
the Board of Governors of the Federal Reserve System in
statistical release H. 15 or any publication that may
supersede it, plus 3 percent, to accrue monthly.
52-46
Penalty for
delinquent
payment
For hotel and
motel tax
Penalties of 10% of amount of taxes due to the city, plus
1% interest per month on the unpaid tax
52-47 Hotel and motel For hotel and 3% of the rent for every occupancy of a guestroom in a
STATE OF GEORGIA ORDINANCE NO.
COUNTY OF FULTON
Page 3 of 3
excise tax motel rent hotel in the city
52-94
(a)(1)
Rental motor
vehicle excise tax
For motor
vehicle rented
3% of the rental charge. If paid on or before the 20th day
of the preceding calendar month, the tax payer may retain
a credit in the amount of 3% of the tax due.
52-116
Penalties and
interest for failure
to remit taxes
For rental
motor vehicle
excise tax
A penalty of 5% of the tax then due, plus 1% interest per
month thereon the unpaid principal amount due
52-
118(b)
Interest on the
deficiency
determined
For excise tax 1% per month or fraction thereof from the due date of the
taxes
MILTON%rr
ESTABLISHED 2006
CITY COUNCIL AGENDA ITEM
TO: City Council DATE: September 4, 2018
FROM: Steven Krokoff, City Manager
AGENDA ITEM: Consideration of an Ordinance of the City of Milton, Chapter
56, Article IV, Revise and Update Truck Weight and Length
Restrictions on City Roads, to Designate Truck Routes, and for
Related Purposes.
MEETING DATE: Monday, September 10, 2018 Regular City Council Meeting
BACKGROUND INFORMATION: (Attach additional pages if necessary)
See attached memorandum
APPROVAL BY CITY MANAGER: (, ,APPROVED () NOT APPROVED
CITY ATTORNEY APPROVAL REQUIRED: (.,/AYES () NO
CITY ATTORNEY REVIEW REQUIRED: (.YES () NO
APPROVAL BY CITY ATTORNEY: Q40PROVED () NOT APPROVED
PLACED ON AGENDA FOR: o9%/a%zatt
2006 Heritage Walk Milton, GA P: 678.242.2500 1 F: 678.242.2499 infoQcityofmiltonga.us I www.cifyofmilfonga.u5
0000
To: Honorable Mayor and City Council Members
From: Rich Austin, Chief of Police
Date: Submitted on August 14, 2018 for the August 20, 2018 Regular
City Council Meeting (First Presentation) and September 10,
2018 (Unfinished Business)
Agenda Item: Consideration of an Ordinance of the City of Milton, Chapter
56, Article IV, Revise and Update Truck Weight and Length
Restrictions on City Roads, to Designate Truck Routes, and for
Related Purposes.
______________________________________________________________________________
Department Recommendation:
Approval.
Executive Summary:
This is an update and revision to the original ordinance that was adopted in
2007. In accordance with this ordinance, a list of approved truck routes is to be
kept on file with the City Clerk and City Police Department. This list is to be
renewed by the Mayor and City Council every two years.
Funding and Fiscal Impact:
None.
Alternatives:
N/A
Legal Review:
Sam VanVolkenburgh, Jarrard and Davis (May 2018)
Concurrent Review:
Steve Krokoff, City Manager
Attachment(s):
Ordinance Revision
1
STATE OF GEORGIA ORDINANCE NO.
COUNTY OF FULTON
AN ORDINANCE TO AMEND CHAPTER 56, ARTICLE IV, TO REVISE AND UPDATE
TRUCK WEIGHT AND LENGTH RESTRICTIONS ON CITY ROADS, TO DESIGNATE
TRUCK ROUTES, AND FOR RELATED PURPOSES
The Council of the City of Milton hereby ordains, while in regularly called Council meeting on
the 10th day of September, 2018 at 6:00 p.m., as follows:
WHEREAS, pursuant to O.C.G.A. § 32-4-92(a)(7) and Section 1.12(b)(17) of the City Charter,
the City is authorized to regulate and control the use of its municipal street system; and,
WHEREAS, the City of Milton’s Police Department is lawfully authorized to exercise the powers
of arrest and to enforce the traffic laws of the City; and,
WHEREAS, the City desires to update the weight and length restrictions applicable to use of
trucks on City streets, to designate certain streets as truck routes, and to otherwise update its
ordinance governing use of large trucks on City streets;
NOW THEREFORE, Chapter 56, Article IV “Truck Routes” of The Code of the City of Milton,
Georgia, is hereby amended by incorporating the insertions and deletions shown in the document
attached hereto and incorporated herein by reference as Exhibit A.
ORDAINED this 10th day of September, 2018.
Approved:
_______________________________
Joe Lockwood, Mayor
Attest:
___________________________
Sudie Gordon, City Clerk
2
EXHIBIT A
ARTICLE IV. - TRUCK ROUTES
Sec. 56-64. - Purpose.
(a) The mayor and city council is authorized to adopt ordinances for the governing and
policing of areas within the city limits for the purpose of protecting the public health, safety and
welfare.
(b) Specifically, the mayor and city council may:
(1) Provide for the regulation and control of motorized vehicles on the city's streets;
(2) Plan, designate, improve, manage, control and maintain an adequate city
roadway system; and
(3) Determine the maximum load, weight and vehicle dimensions which can be safe ly
transported over each bridge on the city roadway system.
(c) Accordingly, the mayor and city council hereby enact the following provisions in an
effort to regulate and control motorized vehicles within the city limits for the purpose of
protecting and preserving the public health, safety, and welfare of the citizens; to thereby curb
the usage of certain residential streets in the city by trucks as cut through routes; and to
discourage the parking of such vehicles on these streets and public rights-of-way.
(Ord. No. 07-06-31, § 1(art. 4, § 2), 6-7-2007)
Sec. 56-65. - Restrictived vehicles required to use truck routes; exceptions.
All trucksAll vehicles with a total gross weight in excess of 36,000 pounds or having an overall
length in excess of thirty (30) feet, except vehicles designed to primarily carry passengers are
prohibited from using roadways within the city limits, except those roadway s authorized by this
article as truck routes, including any amendments hereof, or as may be further designated by
the mayor and city council as truck routes, except when:
(1) The terminal, parking lot, repair garage, or headquarters of the restricted motor vehicle
is not on a designated truck route, in which case ingress to and egress from those places shall be
made by the most direct route available between the terminal, parking lot, repair garage or
headquarters and nearest designated truck route;
(2) A delivery or pickup is to be made at a location which is not on a designated truck
route; ingress to and egress from that location shall be made by the most direct route available
between that location and the nearest designated truck route;
(3) A delivery or pickup is to be made by a truck, road tractor, or combination road tractor-
trailer within any area which is not on a designated truck route; such delivery or pickup shall only
be made between the hours of 7:00 a.m. and 7:00 p.m.
(Ord. No. 07-06-31, § 1(art. 4, § 3), 6-7-2007)
Sec. 56-66. - Truck routes; posted regulatory signs.
A list and map of the approved truck routes shall be kept on file with the city public safety
department and the city clerk. The list of truck routes may be revised as deemed necessary by
the city police public safety department with the approval of the mayor and city council, with
the entire list requiring renewal by the mayor and city council biannuallyevery two years. All
listed routes will be further identified by posted regulatory signs.
3
(a) The following routes are designated as truck routes:
(1) Arnold Mill Road (S.R. 140) from Cherokee County Line to 0.15 miles south of Green Road.
(2) S.R. 372 from Alpharetta City Limits to the Cherokee County Line.
(3) S.R. 9 from the Alpharetta City Limits to the Forsyth County Line.
(4) Deerfield Parkway from Windward Parkway to Cumming Highway (S.R. 9).
(5) Morris Road from Deerfield to McGinnis Ferry Road.
(6) McGinnis Ferry Road from Morris Road to GA 400.
(Ord. No. 07-06-31, § 1(art. 4, § 4), 6-7-2007)
State Law reference— No violation of ordinance unless regulatory sign is posted on roadway,
O.C.G.A. § 40-6-371(c).
Sec. 56-67. - Use of temporary truck routes by restricted vehicles.
If a designated truck route, or any portion thereof, shall be under repair or otherwise temporarily
out of use, restricted vehicles shall use other temporary truck routes as may be designated by
the mayor and city council and further identified by the posting of thea regulatory traffic control
sign.
(Ord. No. 07-06-31, § 1(art. 4, § 5), 6-7-2007)
Sec. 56-68. - Evidence required for restricted vehicle to be off truck route.
When upon roadways other than those designated as truck routes, any person driving or in
charge or control of any of the motor vehicles restricted by this article shall be prepared to
present for inspection of police officers his or her log book, weight slips, delivery slips or other
written evidence of his or her destination and point of origin to justify the presence of the
restricted vehicle on a roadway other than a designated truck route.
(Ord. No. 07-06-31, § 1(art. 4, § 6), 6-7-2007)
Sec. 56-69. - Vehicle weights and loads.
No vehicle shall be operated on any roadway within the city’s jurisdiction, including any city
limits,road designated as a truck route, with a total gross weight in excess of 5636,000 pounds
unless the vehicle is making a pickup or delivery on such road. The maximum gross weight of any
vehicle operating on any roadway within the city limits, shall not exceed 80,000 pounds.
(Ord. No. 07-06-31, § 1(art. 4, § 7), 6-7-2007)
State Law reference— Weight of vehicles and loads on county roadways, O.C.G.A. § 32 -6-26(f).
Sec. 56-70. - Weight limitations on streets, bridges and culverts.
(a) It shall be unlawful to operate any motor vehicle on any street within the city limits,
where the weight of such motor vehicle, with or without load, is in excess of the weight as limited
by this article and where signs indicating such limitations are posted. Further, it shall be unlawful
to drive any motor vehicle over a bridge or culvert within the city limits, over the weight capacity
shown on said bridge or culvert.
(b) The driver and owner shall be liable to the city for any and all damages caused by
driving an overweight motor vehicle over any street, bridge or culvert with a posted sign. These
4
damages are in addition to any fine or punishment that may be assessed for violation of this
article.
(Ord. No. 07-06-31, § 1(art. 4, § 8), 6-7-2007)
State Law reference— Enforcement of load limits, O.C.G.A. § 32-6-27.
Sec. 56-71. - Enforcement of weight and load limitations.
(a) Any person who violates the load limitations provisions of this article shall be conclusively
presumed to have damaged the public roads, including bridges within the city limits by reason
of such overloading and shall, in addition to any other penalty at law, recompensed the city for
such damages in accordance with O.C.G.A. § 32-6-27.
(b) Any owner or operator of a vehicle which is operated on the public roads within the city
limits in violation of the weight limits provided in this article shall be required, in addition to
paying the monies provided in subsection (a) of this section, to unload all gross weight in excess
of 6,000 pounds over the legal weight limit before being allowed to move the vehicle.
(c) Any person authorized by state law and this article to enforce this article may seize the
offending vehicle of an owner who fails or whose operator has failed to pay the monies
proescribed in O.C.G.A. § 32-6-27(a), and hold such vehicle until the proescribed moneys are
paid. Any authorized person seizing such vehicle under this subsection or subsecti on (b) of this
section may, when necessary, store the vehicle, and the owner thereof shall be responsible for
all reasonable storage charges thereon. When any vehicle is seized, held, unloaded or partially
unloaded under this section, the load or any part thereof shall be removed or cared for by the
owner or operator of the vehicle without any liability on the part of the authorized person or the
city because of damage to or loss of such load or any part thereof.
(Ord. No. 07-06-31, § 1(art. 4, § 9), 6-7-2007)
State Law reference— Enforcement of city ordinances, O.C.G.A. § 36-35-3; enforcement of load
limits, O.C.G.A. § 32-6-27.
MILTON*
ESTABLISHED 2006
CITY COUNCIL AGENDA ITEM
TO: City Council DATE: September 5, 2018
FROM: Steven Krokoff, City Manager 0
AGENDA ITEM: A Resolution Appointing a Member to the City of Milton
Board of Zoning Appeals for District 1 / Post I
MEETING DATE: Monday, September 10, 2018 Regular City Council Meeting
BACKGROUND INFORMATION: (Attach additional pages if necessary)
See attached memorandum
APPROVAL BY CITY MANAGER: (,,4APPROVED (J NOT APPROVED
CITY ATTORNEY APPROVAL REQUIRED: () YES (fNO
CITY ATTORNEY REVIEW REQUIRED: () YES (,VIVO
APPROVAL BY CITY ATTORNEY: () APPROVED (J NOT APPROVED
PLACED ON AGENDA FOR: 091►ollolt.
2006 Heritage Walk Milton, GA P: 678.242.25001 F: 678.242.2499 info@cityofmiltonga.us I www.cityofmiltonga.us
0000
STATE OF GEORGIA
COUNTY OF FULTON RESOLUTION NO.
A RESOLUTION APPOINTING A MEMBER TO THE CITY OF MILTON BOARD OF
ZONING APPEALS FOR DISTRICT 1/POST 1
BE IT RESOLVED by the City Council of the City of Milton, GA while in regular
session on September 10, 2018 at 6:00 pm. as follows:
SECTION 1. That _______________ (District 1/Post 1) is hereby appointed
for a term commencing September 10, 2018 and ending on December
31, 2021 and,
SECTION 3. That this Resolution shall become effective upon its
adoption.
RESOLVED this 10th day of September, 2018.
Approved:
____________________________
Joe Lockwood, Mayor
Attest:
___________________________
Sudie AM Gordon, City Clerk